Building or re-building policy, culture and brands that are trustworthy has become as important to business survival as innovation and the adoption of technology in this new age. But when it comes to trust, does it have to be so complicated?
From Brendon Burchard to Vishen Lakhiani, I love hearing highly successful business speakers talk about what motivates them to achieve more than the average person. As far as I know, there aren’t too many exceptions to the rule ‘Get clear on what you want to achieve, and work out a plan to get there.’
If you can answer those three questions, you will know what is and isn’t appropriate or effective in your communications on LinkedIn, and you will represent your personal brand with elegance and style.
‘We want to grow’ / ‘We want to do more business advisory work’. But unpacking what growth really looks like in terms of changes in the business and in terms of day-to-day activity… and whether this actually aligns with what the accountants really want, can be another thing altogether.
Boards and leadership now recognise that culture is expressed and shaped online as well as in the workplace. In a previous Director Download for AICD, I spoke about the problem of culture being intangible but at the same time easily VISIBLE, online and offline.
When talking to people about their personal brands, I hear the concern, ‘But I don’t want to sound too self-promotional!’ pretty much on a weekly basis. If you’re a professional consultant or advisor, it’s absolutely necessary to communicate your personal brand.
This week I was putting together a visual flow chart of networking activities for a client in professional services, and it reminded me of one of my favourite questions: What are the main actions that move the needle?