This link has been bookmarked by 192 people . It was first bookmarked on 24 Sep 2007, by terry_ebdon.
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02 Aug 12
Joe ChristyYour next step is to cast aside all the usual descriptors that employees and workers depend on to locate themselves in the company 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 standard rungs of progression you've climbed in your career up to now. Burn that damnable "ladder" and ask yourself: What have I accomplished 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 fo
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07 Jun 12
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27 May 12
tpreissmanportant job is to be head marketer for the brand called You.
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"belong to" any company 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.
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light up the eyes of a prospective client or command a vote of confidence 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 thought and even more serious effort to imagining and developing yourself as a brand.
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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 custome
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eature-benefit: every feature they offer in their product or service yields an identifiable and distinguishable benefit for their customer or clien
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extra project inside your organization, just to introduce yourself to new colleagues and showcase your skills -- or work on new ones
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everything you do -- and everything you choose not to do -- communicates the value and character of the brand.
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"word-of-mouth marketing." Your network of friends, colleagues, clients, and customers is the most important marketing vehicle you've got; what they say about you and your contributions is what the market will ultimately gauge as the value of your brand.
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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.
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any company you work for ought to applaud every single one of the efforts you make to develop yourself. After all, everything you do to grow Me Inc. is gravy for them:
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17 May 12
Scott HuetteBig companies understand the importance of brands. Today, in the Age of the Individual, you have to be your own brand. Here's what it takes to be the CEO of Me Inc.
branding brand personal career personalbranding success blog brandyou
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10 Apr 12
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04 Apr 12
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01 Apr 12
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04 Mar 12
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26 Feb 12
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22 Feb 12
Kate SloaneThis explains first how you're branded and then how to brand yourself. I like how he explains it as the CEO of ME Inc.
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We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You.
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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.
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What is it that my product or service does that makes it different? Give yourself the traditional 15-words-or-less contes
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What have you done lately -- this week -- to make yourself stand out? What would your colleagues or your customers say is your greatest and clearest strength? Your most noteworthy (as in, worthy of note) personal trait?
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21 Feb 12
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08 Feb 12
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31 Jan 12
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the main chance is becoming a free agent in an economy of free agents,
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You're not defined by your job title and you're not confined by your job description.
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What is it that my product or service does that makes it different? Give yourself the traditional 15-words-or-less contest challenge. Take the time to write down your answer. And then take the time to read it. Several times.
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Start by identifying the qualities or characteristics that make you distinctive from your competitors -- or your colleagues.
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comparison between brand You and brand X
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"feature-benefit model" that the brand called You offers?
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What do I do that adds remarkable, measurable, distinguished, distinctive value?
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What do I do that I am most proud of? Most of all, forget about the standard rungs of progression you've climbed in your career up to now.
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What have I accomplished 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.
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how do you market brand You?
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try teaching a class at a community college, in an adult education program,
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try to get yourself on a panel discussion at a conference or sign up to make a presentation at a workshop.
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remember about your personal visibility campaign is
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When you're promoting brand You, everything you do -- and everything you choose not to do -- communicates the value and character of the brand.
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What's the real power of You?
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It's influence power.
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Getting and using power -- intelligently, responsibly, and yes, powerfully -- are essential skills for growing your brand.
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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 reward yourself.
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everything you do to grow Me Inc. is gravy for them
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A career is a portfolio of projects that teach you new skills, gain you new expertise, develop new capabilities, grow your colleague set, and constantly reinvent you as a brand.
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Start by writing your own mission statement, to guide you as CEO of Me Inc.
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First, you've got to be a great teammate and a supportive colleague. Second, you've got to be an exceptional expert at something that has real value. Third, you've got to be a broad-gauged visionary -- a leader, a teacher, a farsighted "imagineer." Fourth, you've got to be a businessperson -- you've got to be obsessed with pragmatic outcomes.
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12 Jan 12
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swoosh
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length, you'll not only make a noteworthy contribution to your team's success -- you'll also put yourself in a great bargaining position for next season's free-agency market.
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d, and looking to establish your own micro equivalent of the Nike swoosh. Because if you do, you'll not onl
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n you can imagine in your field, looking to do your best work and chalk up a remarkable track record, and looking to establish your own micro equivalent of the Nike swoosh. Because if you do, you'll not only reach out toward every opportunity within arm's (or laptop's) length, you'll
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First, you've got to be a great teammate and a supportive colleague. Second, you've got to be an exceptional expert at something that has real value. Third, you've got to be a broad-gauged visionary -- a leader, a teacher, a farsighted "imagineer." Fourth, you've got to be a businessperson -- you've got to be obsessed with pragmatic outcomes.
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02 Jan 12
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30 Dec 11
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29 Dec 11
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The good news -- and it is largely good news -- is that everyone has a chance to stand out. Everyone has a chance to learn, improve, and build up their skills. Everyone has a chance to be a brand worthy of remark.
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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 importance of branding. We are CEOs of our own companies: Me Inc
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The good news -- and it is largely good news -- is that everyone has a chance to stand out. Everyone has a chance to learn, improve, and build up their skills. Everyone has a chance to be a brand worthy of remark.
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Web makes the case for branding more directly than any packaged good or consumer product ever could.
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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, develop your skills, hone your abilities, move from project to project. And if you're really smart, you figure out how to distinguish yourself from all the other very smart people walking around with $1,500 suits, high-powered laptops, and well-polished resumes. Along the way, if you're really smart, you figure out what it takes to create a distinctive role for yourself -- you create a message and a strategy to promote the brand called You.
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You don't "belong to" any company 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 descriptio
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you are a brand.
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he standard model they use is feature-benefit: every feature they offer in their product or service yields an identifiable and distinguishable benefit for their customer or client.
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o you anticipate and solve problems before they become crises?
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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 standard rungs of progression you've climbed in your career up to now. Burn that damnable "ladder" and ask yourself: What have I accomplished that I can unabashedly brag about?
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When you've done that, sit down and ask yourself one more question to define your brand: What do I want to be famous for? That's right -- famous for!
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ake on a freelance project 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 remarkable contributor you are.
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The second important thing to remember about your personal visibility campaign is: it all matters. When you're promoting brand You, everything you do -- and everything you choose not to do -- communicates the value and character of the brand. Everything from the way you handle phone conversations to the email messages you send to the way you conduct business in a meeting is part of the larger message you're sending about your brand.
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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 design that shows you understand that packaging counts -- a lot -- in a crowded world?
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o the big trick to building your brand is to find ways to nurture your network of colleagues -- consciously.
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If you want people to see you as a powerful brand, act like a credible leader. When you're thinking 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!
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20 Dec 11
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01 Dec 11
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30 Nov 11
Giuseppe VitaleBig companies understand the importance of brands. Today, in the Age of the Individual, you have to be your own brand. Here's what it takes to be the CEO of Me Inc.
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16 Nov 11
Virtual MeSo 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 always complete your projects within the allotted budget? I can't name a single client of a professional services firm who doesn't go ballistic at cost overruns.
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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 always complete your projects within the allotted budget? I can't name a single client of a professional services firm who doesn't go ballistic at cost overruns.
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What do I do that adds remarkable, measurable, distinguished, distinctive value?
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But being CEO of Me Inc. requires you to act selfishly -- to grow yourself, to promote yourself, to get the market to reward yourself.
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As long as you're learning, growing, building relationships, and delivering great results, it's good for you and it's great for the company.
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It's over. No more vertical. No more ladder. That's not the way careers work anymore. Linearity is out. A career is now a checkerboard. Or even a maze. It's full of moves that go sideways, forward, slide on the diagonal, even go backward when that makes sense. (It often does.)
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A career is a portfolio of projects that teach you new skills, gain you new expertise, develop new capabilities, grow your colleague set, and constantly reinvent you as a brand.
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tandard model they use is feature-benefit
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feature they offer in their product or service yields an identifiable and distinguishable benefit
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So what is the "feature-benefit model" that the brand called You offers?
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cast aside all the usual descriptors that employees and workers depend on to locate themselves in the company structure.
-
Ask yourself: What do I do that adds remarkable, measurable, distinguished, distinctive value?
-
What do I do that I am most proud of?
-
What have I accomplished that I can unabashedly brag about?
-
relentlessly focused on what you do that adds value, that you're proud of, and most important, that you can shamelessly take credit for.
-
What do I want to be famous for? That's right -- famous for!
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So how do you market brand You?
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Community newspapers, professional newsletters, even inhouse company publications have white space they need to fill. Once you get started, you've got a track record -- and clips that you can use to snatch
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The second important thing to remember about your personal visibility campaign is: it all matters. When you're promoting brand You, everything you do -- and everything you choose not to do -- communicates the value and character of the brand.
-
Partly it's a matter of substance: what you have to say and how well you get it said
-
word-of-mouth marketing.
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So the big trick to building your brand is to find ways to nurture your network of colleagues -- consciously.
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What's the real power of You?
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power -- your own. The key lesson: power is not a dirty word!
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It's influence power.
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One key to growing your power is to recognize the simple fact that we now live in a project world. Almost all work today is organized into bite-sized packets called projects
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Whatever you decide, you should look at your brand's power as an exercise in new-look résumé; management -- an exercise 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 growth -- breadth and depth -- of brand You.
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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 Company Z logo.
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If you're treating your résumé as if it's a marketing brochure, you've learned the first lesson of free agency. The second lesson is one that today's professional athletes have all learned: you've got to check with the market on a regular basis to have a reliable read on your brand's value.
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A career is now a checkerboard. Or even a maze.
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steady diet of more interesting, more challenging, more provocative projects.
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Start by writing your own mission statement, to guide you as CEO of Me Inc. What turns you on? Learning something new? Gaining recognition for your skills as a technical wizard? Shepherding new ideas from concept to market? What's your personal
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First, you've got to be a great teammate and a supportive colleague. Second, you've got to be an exceptional expert at something that has real value. Third, you've got to be a broad-gauged visionary -- a leader, a teacher, a farsighted "imagineer." Fourth, you've got to be a businessperson -- you've got to be obsessed with pragmatic outcomes.
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14 Nov 11
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You're branded, branded, branded, branded.
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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.
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Web says: Anyone can have a Web site. And today, because anyone can ... anyone does!
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The answer: branding.
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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.
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The answer: personal branding.
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Along the way, if you're really smart, you figure out what it takes to create a distinctive role for yourself -- you create a message and a strategy to promote the brand called You.
-
You don't "belong to" any company 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.
-
What is it that my product or service does that makes it different?
-
Give yourself the traditional 15-words-or-less contest challenge. Take the time to write down your answer. And then take the time to read it. Several times.
-
your answer wouldn't light up the eyes of a prospective client or command a vote of confidence from a satisfied past client, or -- worst of all -- if it doesn't grab you, then you've got a big problem.
-
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?
-
Forget your job title. Ask yourself: What do I do that adds remarkable, measurable, distinguished, distinctive value? Forget your job description.
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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.
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So how do you market brand You?
There's literally no limit to the ways you can go about enhancing your profile. Try moonlighting! Sign up for an extra project inside your organization, just to introduce yourself to new colleagues and showcase your skills -- or work on new ones
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he key to any personal branding campaign is "word-of-mouth marketing." Your network of friends, colleagues, clients, and customers is the most important marketing vehicle you've got; what they say about you and your contributions is what the market will ultimately gauge as the value of your brand.
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It's influence power.
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own for making the most significant contribution 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.
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t's being kn
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One of the things that attracts us to certain brands is the power they project. As a consumer, you want to associate with brands whose powerful presence creates a halo effect that rubs off on you.
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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.
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But being CEO of Me Inc. requires you to act selfishly -- to grow yourself, to promote yourself, to get the market to reward yourself.
-
If you're treating your résumé as if it's a marketing brochure, you've learned the first lesson of free agency.
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As you scope out the path your "career" will take, remember: the last thing you want to do is become a manager. Like "résumé," "manager" is an obsolete term. It's practically synonymous with "dead end job."
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Instead of making yourself a slave to the concept of a career ladder, reinvent yourself on a semiregular basis. Start by writing your own mission statement, to guide you as CEO of Me Inc.
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11 Nov 11
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25 Oct 11
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A dominant feature of Nordstrom department stores is the personalized service it lavishes on each and every customer. The customer benefit: a feeling of being accorded individualized attention -- along with all of the choice of a large department store.
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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.
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No matter what you're doing today, there are four things you've got to measure yourself against. First, you've got to be a great teammate and a supportive colleague. Second, you've got to be an exceptional expert at something that has real value. Third, you've got to be a broad-gauged visionary -- a leader, a teacher, a farsighted "imagineer." Fourth, you've got to be a businessperson -- you've got to be obsessed with pragmatic outcomes.
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23 Oct 11
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14 Oct 11
EMU - gymnasiale udd. Danmarks undervisningsportalFag: Erhvervsøkonomi
Titel: The Brand Called You
Fast Company er et elektronisk tidsskrift som indeholder mange spændende og undervisningsrelevante emner, blandt andet dette indlæg om betydningen af "Brands" i markedsføringen og hvordan vi påvirkes af "Brands".
Velegnet i forbindelse med markedsføring og strategier
Udgiver: Fast Company
Emneord: brand; marketing
Type(r): Periodica, e-zines, aviserUngdomsuddannelser Gymnasiale ungdomsuddannelser Image reklamer Markedsføring Erhvervsøkonomi Undervisere fig_gym_Erhvervsøkonomi emu.dk
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13 Oct 11
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10 Oct 11
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To be in business today, our most important job is to be head marketer for the brand called You.
It's that simple -- and that hard. And that inescapable.
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the main chance is becoming a free agent
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you'll not only make a noteworthy contribution to your team's success -- you'll also put yourself in a great bargaining position for next season's free-agency market.
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05 Oct 11
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02 Oct 11
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01 Oct 11
EMU-test AarhusFast Company er et elektronisk tidsskrift som indeholder mange spændende og undervisningsrelevante emner, blandt andet dette indlæg om betydningen af "Brands" i markedsføringen og hvordan vi påvirkes af "Brands".
Velegnet i forbindelse med markedsføring og strategier - Udgiver: Fast Company - Emneord: brand; marketing - Typer: Periodica, e-zines, aviserUngdomsuddannelser Gymnasiale ungdomsuddannelser Image reklamer Markedsføring Erhvervsøkonomi Undervisere fig_gym_Erhvervsøkonomi emu.dk
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27 Sep 11
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To be in business today, our most important job is to be head marketer for the brand called You.
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The real action is at the other end: the main chance is becoming a free agent in an economy of free agents, looking to have the best season you can imagine in your field, looking to do your best work and chalk up a remarkable track record, and looking to establish your own micro
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Because if you do, you'll not only reach out toward every opportunity within arm's (or laptop's) length, you'll not only make a noteworthy contribution 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 everyone has a chance to stand out. Everyone has a chance to learn, improve, and build up their skills. Everyone has a chance to be a brand worthy of remark.
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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.
-
What is it that my product or service does that makes it different? Give yourself the traditional 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 answer wouldn't light up the eyes of a prospective client or command a vote of confidence 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 thought and even more serious effort 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 greatest and clearest strength? Your most noteworthy (as in, worthy of note) personal trait?
-
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 always complete your projects within the allotted budget? I can'
-
Your next step is to cast aside all the usual descriptors that employees and workers depend on to locate themselves in the company 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 standard rungs of progression you've climbed in your career up to now. Burn that damnable "ladder" and ask yourself: What have I accomplished 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.
-
estion to define your brand: What do I want to be famous for? That's right -- famous for!
-
There's literally no limit to the ways you can go about enhancing your profile. Try moonlighting! Sign up for an extra project 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 project 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 remarkable contributor you are.
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If you're a better writer than you are a teacher, try contributing a column or an opinion 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. Community newspapers, professional newsletters, even inhouse company publications have white space they need to fill. Once you get started, you've got a track record -- and clips that you can use to snatch more chances.
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Visibility has a funny way of multiplying; the hardest part is getting started. But a couple of good panel presentations can earn you a chance to give a "little" solo speech -- and from there it's just a few jumps to a major address at your industry's annual convention.
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The second important thing to remember about your personal visibility campaign is: it all matters. When you're promoting brand You, everything you do -- and everything you choose not to do -- communicates the value and character of the brand. Everything from the way you handle phone conversations to the email messages you send to the way you conduct business in a meeting is part of the larger message you're sending about your brand.
-
The key to any personal branding campaign is "word-of-mouth marketing." Your network of friends, colleagues, clients, and customers is the most important marketing vehicle you've got; what they say about you and your contributions is what the market will ultimately gauge as the value of your brand. So the big trick to building your brand is to find ways to nurture your network of colleagues -- consciously.
-
It's influence power.
-
Getting and using power -- intelligently, responsibly, and yes, powerfully -- are essential skills for growing your brand. One of the things that attracts us to certain brands is the power they project. As a consumer, you want to associate with brands whose powerful presence creates a halo effect that rubs off on you.
-
Most important, remember that power is largely a matter of perception. If you want people to see you as a powerful brand, act like a credible leader. When you're thinking 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!
-
is saying that loyalty is gone; loyalty is dead; loyalty is over. I think that's a bunch of crap.
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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 Company 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 reward yourself. Of course, the other side of the selfish coin is that any company you work for ought to applaud every single one of the efforts you make to develop yourself. After all, everything 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 generate credit for the firm. As long as you're learning, growing, building 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 precisely where the age of free agency comes into play. If you're treating your résumé as if it's a marketing brochure, you've learned the first lesson of free agency. The second lesson is one that today's professional athletes have all learned: you've got to check with the market on a regular 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, important feedback.
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The real question is: How is brand You doing? Put together your own "user's group" -- the personal brand You equivalent of a software review 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 declare your free agency, you'll be in a strong bargaining position. It's not disloyalty to "them"; it's responsible brand management for brand You -- which also generates credit for them.
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What's the future of You?
It's over. No more vertical. No more ladder. That's not the way careers work anymore. Linearity is out. A career is now a checkerboard. Or even a maze. It's full of moves that go sideways, forward, slide on the diagonal, even go backward when that makes sense. (It often does.) A career is a portfolio of projects that teach you new skills, gain you new expertise, develop new capabilities, grow your colleague set, and constantly reinvent you as a brand.
-
As you scope out the path your "career" will take, remember: the last thing you want to do is become a manager. Like "résumé," "manager" is an obsolete term. It's practically synonymous with "dead end job." What you want is a steady diet of more interesting, more challenging, more provocative projects. When you look at the progression of a career constructed out of projects, directionality is not only hard to track -- Which way is up? -- but it's also totally irrelevant.
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What turns you on? Learning something new? Gaining recognition for your skills as a technical wizard? Shepherding new ideas from concept to market? What's your personal definition of success? Money? Power? Fame? Or doing what you love? However you answer these questions, search relentlessly for job or project opportunities that fit your mission statement. And review that mission statement every six months to make sure you still believe what you wrote.
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No matter what you're doing today, there are four things you've got to measure yourself against. First, you've got to be a great teammate and a supportive colleague. Second, you've got to be an exceptional expert at something that has real value. Third, you've got to be a broad-gauged visionary -- a leader, a teacher, a farsighted "imagineer." Fourth, you've got to be a businessperson -- you've got to be obsessed with pragmatic outcomes.
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It's this simple: You are a brand. You are in charge of your brand. There is no single path to success. And there is no one right way to create the brand called You. Except this: Start today. Or else.
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establish your own micro equivalent of the Nike swoosh.
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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.
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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 importance of branding. We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You.
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he main chance is becoming a free agent in an economy of free agents,
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ooking to have the best season you can imagine in your field
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Everyone has a chance to be a brand worthy of remark.
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Today brands are everything, and all kinds of products and services
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So how do you know which sites are worth visiting, which sites to bookmark, which sites are worth going to more than once
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The sites you go back to are the sites you trust.
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The answer: branding.
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The brand is a promise of the value you'll receive.
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The answer: personal branding. The name of the email sender is every bit as important a brand
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ou figure out how to distinguish yourself from all the other very smart people walking around with $1,500 suits, high-powered laptops, and well-polished resumes.
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you figure out what it takes to create a distinctive role for yourself -- you create a message and a strategy to promote the brand called You.
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personal branding is even more important
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Big companies understand the importance of brands. Today, in the Age of the Individual, you have to be your own brand. Here's what it takes to be the CEO of Me Inc.
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Antonio VolponBig companies understand the importance of brands. Today, in the Age of the Individual, you have to be your own brand.
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donatella mecchiaThe Brand Called You
By: Tom PetersAugust 31, 1997
Big companies understand the importance of brands. Today, in the Age of the Individual, you have to be your own brand. Here's what it takes to be the CEO of Me Inc. -
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Gil SheferBig companies understand the importance of brands. Today, in the Age of the Individual, you have to be your own brand. Here's what it takes to be the CEO of Me Inc.
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Christopher AllenWEBPAGE: "Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You."
personal brand branding marketing blog tompeters fastcompany bgimgt566sx bgimgt octintensive october sunday intensive1 required
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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 importance of branding. We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You.
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The real action is at the other end: the main chance is becoming a free agent in an economy of free agents, looking to have the best season you can imagine in your field, looking to do your best work and chalk up a remarkable track record, and looking to establish your own micro equivalent of the Nike swoosh. Because if you do, you'll not only reach out toward every opportunity within arm's (or laptop's) length, you'll not only make a noteworthy contribution to your team's success -- you'll also put yourself in a great bargaining position for next season's free-agency market.
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Anyone can have a Web site. 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.
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how do you decide whose messages you're going to read and respond to first -- and whose you're going to send to the trash unread?
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you join a team -- and you immediately start figuring out how to deliver value to the customer.
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very clear culture of work and life.
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ccastilloBig companies understand the importance of brands. Today, in the Age of the Individual, you have to be your own brand. Here's what it takes to be the CEO of Me Inc.
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Mohit JustRegardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head mark
career business management inspiration marketing success branding brand personalbranding
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