Feb/March Leadership Roundtables Summary

In February and March, we have been busy conducting a range of discussions with senior leaders on the key insights from NWC’s Professional Confidence in the Age of AI national leadership study, partnering with hosting organisations in Perth, Sydney and Melbourne.

Across our discussions over the last few weeks, a consistent picture emerged:

AI is already embedded in day-to-day work. Its impact is uneven, fast-moving, and not fully understood. And while the conversation often centres on capability and efficiency, what surfaced most strongly was something more human: confidence, judgement, trust and clarity.

The discussions did not land on a single answer, but they did point to a set of tensions that leaders are now navigating in real time.

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Why Corporate Affairs, Communications and Marketing Professionals Need a Leadership Brand

Over the past decade, the remit of Corporate Affairs, Communications and Marketing leaders has expanded dramatically.

Once focused primarily on messaging, campaigns and media relations, these functions now sit at the centre of an organisation’s most strategic questions: trust, reputation, narrative and stakeholder alignment.

At the same time, expectations of leaders in these roles have shifted. Boards and CEOs increasingly look to them not simply as technical specialists, but as strategic advisors who can shape how an organisation’s value and intentions are understood by employees, customers, regulators and the broader public.

This is where the concept of a leadership brand becomes important.

A leadership brand is not about personal promotion. It is the consistent value that others experience from how a leader thinks, communicates and acts. As leadership researchers Dave Ulrich and Norm Smallwood describe it, a leadership brand exists when a leader’s strengths reliably deliver value to stakeholders.

For leaders responsible for corporate narrative and reputation, the absence of a clear leadership brand can create ambiguity about what the function stands for and where it is best positioned to lead in the organisation. When it is well defined, it becomes a powerful source of influence, credibility and organisational alignment.

Why a leadership brand matters for Comms and Marketing teams

1. An organisation’s reputation is shaped through leadership, not just messaging

Reputation used to be thought of primarily as an outcome of communications and marketing activity – but that view is increasingly outdated.

Research and advisory work from organisations such as McKinsey emphasises that organisational reputation is shaped by leadership behaviour, transparency and narrative, not simply communications outputs.

In other words, stakeholders no longer separate the organisation from the people leading it.

For Corporate Affairs, Communications and Marketing leaders and their teams, this creates both opportunity and responsibility. Their influence now sits as much in how they guide leaders to articulate and embody the organisation’s story as in the communications plans they design.

But to be able to guide leaders in leadership… you must be seen as a peer to those leaders… a leader yourself.

“…to be able to guide leaders in leadership… you must be seen as a leader yourself.”

2. Strategic influence depends on clarity of value

In many organisations, Communications and Marketing functions still face a persistent challenge: demonstrating strategic value beyond tactical delivery.

Without a clear leadership brand, the function can easily be perceived as reactive or service-based.

By contrast, when the leadership brand of the function is well positioned – not only as a source of strategic narrative, stakeholder insight or reputational judgement, but as a key player in governance and commercial strategy – it changes how senior executives and board engage with the team.

Research on personal and professional branding emphasises that leaders who intentionally define and communicate their value are more likely to influence organisational decisions and be recognised for their contribution.

For leaders in these roles, the question becomes: What do people experience when they work with me and my team?

Leadership branding is also a team capability

One of the most powerful applications of leadership branding is not individual but collective.

When a Comms team articulates a shared leadership brand, it creates alignment about:

• how team members communicate with stakeholders (as leaders in their field!)
• the standards they hold and the strategic outputs they prioritise
• how the organisation’s narrative and strategy is shaped and reinforced.

A well-developed team leadership brand can transform the function from a delivery capability into a strategic leadership capability. Instead of only producing communications, the team helps shape how leadership shows up.

Questions for leaders and teams

For leaders of Comms teams who are considering their leadership brand, a few questions can be a useful starting point.

For the leader

• What do people consistently experience when they work with me as a leader?
• What value do I want executive peers and boards to associate with my judgement?
• Where do I bring a distinctive perspective to leadership discussions?

For the team

• What do we want to be known for as a leadership group?
• How do we want stakeholders to experience our function?
• Where do we add the greatest strategic value to leadership conversations?

Some practical considerations for shifting how you are seen

In our experience, professionals in the communications space can encounter internal roadblocks and cultural challenges in being perceived as leaders. After gaining clarity on ‘who we are’ and ‘why us’ to strengthen the team’s leadership confidence and communication, it’s useful to check in on some of the specific ways our language and behaviour send messages about our leadership (or lack of).

These can include:

• How much we communicate from value, aligned with what our intended audience (such as the C-Suite) care about – such as strategy, risk and commercial outcomes.
• How we make connections between our work and current business challenges (such as AI adoption and risk, shareholder and stakeholder pressures etc.), in order to emphasise the value of our work and explain our priorities and decisions.
• How pro-actively we integrate our work with other departments and encourage cross-pollination of ideas, creating a sense of working towards shared goals.
• How well-informed we are on industry best practice, trends and opportunities for competitive advantage – and whether we reference these in our work.
• How we ‘show up’ to be taken seriously (through personal presentation, verbal and body language, conversational and presenting skills) – sometimes this means coming across less as ‘creatives’ or ‘journalists’ and more as business leaders.

The opportunity ahead

As expectations of organisations continue to evolve, the role of Corporate Affairs, Communications and Marketing leaders will only become more central, where these professionals are truly leading.

Developing a leadership brand — individually and collectively — is one way these leaders can clarify their value and strengthen their strategic influence.

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Your role as a Chief People Officer (CPO) – and the role of your team – is evolving rapidly. What was once largely about internal HR operations is now deeply integrated into business strategy, culture, risk, transformation and stakeholder trust.

In this context, cultivating a personal leadership brand is no longer optional – it’s now recognised as a core strategic asset. Here’s why.

1. As CPO, your mandate has expanded — and so has your need for influence

• Recent data shows that 85% of CPOs in Australia and New Zealand are seeking to upskill, emphasising strategic leadership, influencing decision-making, and embedding HR strategy into overall business planning. (Human Resources Director, March 2025)
• Your remit increasingly includes shaping culture, guiding transformation, and safeguarding reputation — placing People & Culture squarely at the executive table.
• In organisations where HR leaders are treated as business leaders, HR becomes a critical lever for growth, cost management, risk mitigation and long-term value creation.

The People & Culture leader can no longer afford to think of themselves as a “behind-the-scenes custodian.” As CPO, you are a key business leader. A personal leadership brand helps you show up accordingly — with credibility, clarity, and confidence.

2. A defined leadership brand amplifies your team’s impact on culture, trust and reputation – essential enablers of business success 

• As identified in a recent article, organisations are increasingly developing leaders’ personal brands as part of broader cultural and reputational strategy. This is not just an important consideration for senior leaders, client-facing or business development teams, but for internally-focused teams also. Organisations are now recognising a strong personal brand as a bedrock of influence and confidence for employees focused on all kinds of leadership and communication.
• A strong, consistent leadership voice across your team helps build stakeholder trust — internally (employees, management, board) and externally (partners, regulators, market). This starts with the CPO’s personal brand and continues with their leadership and mentoring of team members, as they develop their presence as a unified, authoritative team, and as individual professionals.

In essence: a leadership brand becomes a lever to translate strategy and values into lived reality across the organisation, and to be seen as a true peer at the decision-making table.

3. A trusted leadership brand helps navigate today’s People & Culture team challenges: complexity, uncertainty and stakeholder expectations

• In today’s world, organisations face heightened reputational risk, regulation, talent competition, digital disruption — all while managing culture, engagement and transformation. A clear leadership brand gives you a platform to lead with consistency and clarity.
• It also helps you build credibility when presenting to boards, executives, shareholders and other challenging stakeholders: by showing who you are, what you stand for, and why your people agenda matters to the business. A leadership brand is not self-promotion; it’s strategic alignment between people, culture and performance.

What forward-looking CPOs in Australia are doing — and what works

According to recent reporting, many CPOs are rethinking how they operate — and adapting accordingly. Common approaches now include:

• Upskilling internally — many are investing in strategic leadership, data literacy, influence and business acumen, acknowledging the broader remit of the role.
• Positioning HR as a brand function — in some organisations, People & Culture is partnering with Communications, Marketing or Employer Brand teams to ensure consistency between internal culture and external reputation.
• Leveraging personal visibility — senior HR leaders increasingly see value in building thought leadership, sharing insights publicly (e.g. LinkedIn, industry events) to shape how the business — and external stakeholders — view their function and priorities.
• Aligning personal brand with organisational purpose and values — this alignment ensures authenticity and reduces the risk that personal brand efforts are dismissed as superficial or self-serving.

What this means for you and your People & Culture team

If you lead People & Culture, embracing a leadership brand mindset can help you:

• Elevate the function of People & Culture from service provider to strategic enabler and influence how culture, talent and people strategy are perceived and led at board and executive level;
• Attract, retain and engage talent who buy into purpose, clarity and consistent leadership, while reinforcing culture levers such as values and behaviours;
• Reinforce trust and credibility for the organisation externally, especially important in regulated or high-risk environments.

At the team level, this requires shifting from seeing brand-building as marketing’s job to recognising it as an outcome of leadership behaviours — repeated, consistent, credible actions that reflect the organisation’s values and vision.

Practical steps: How CPOs can begin building their leadership brand today

1. Clarify your leadership positioning. Start with a tight, authentic articulation of what you stand for and what you focus on as a People Leader, and how that aligns with organisational purpose. Think beyond generic language to what’s distinctive about how you lead and why it matters.
2. Integrate brand thinking into HR strategy. Embed leadership brand considerations into talent management, culture programs, organisational development thinking, learning programs, internal communications and stakeholder engagement — not as a side project, but as part of how HR delivers value.
3. Use data + human insight to build credibility. Combine people data (engagement, attrition, performance indicators) with narrative about culture and human impact. This dual lens helps position People & Culture as rigorous, strategic and human-centred.
4. Be visible in the right places. Whether through internal forums, town halls, board updates — or external platforms (industry events, thought pieces) — consistent, values-aligned visibility builds recognition and trust.
5. Align your personal brand with team and organisational brand. Ensure what you stand for as a leader complements and amplifies the organisation’s purpose, values and culture, and actively bring your team into an exploration of brand expression through their own roles.

As the scope of the CPO role continues to expand, the importance of personal leadership branding — for you and your People & Culture team — becomes harder to ignore. When done well, it’s not self-promotion: it’s strategic influence, credibility and cultural leadership.

Pssst… We do this work all day long. Ask us for our checklist tailored for CPOs to help them define and build their leadership brand.

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By mid-career, most lawyers are technically excellent. Many are specialists. Some are moving towards partnership, leadership, or firm ownership.

And yet, a persistent challenge remains: clearly articulating value in a way that resonates with prospective clients and referrers – beyond other lawyers.

In a 2025 session for the Law Institute of Victoria, I shared common brand challenges I see in my work with law professionals:

1. Lawyers are time-poor and risk-aware – roadblocks to building a brand.

Brand building can feel like a “nice to have” rather than a core professional capability, particularly when client work, people leadership and billables dominate the week. Add confidentiality constraints and a justified fear of “over-sharing”, and visibility quickly drops down the priority list.

2.  Many lawyers are highly technical communicators in a non-technical world.

Expertise is often expressed through education — explaining the law, outlining risks, flagging what can’t be done. While essential, this can unintentionally position the lawyer as someone who “puts the brakes on”, rather than as a trusted commercial advisor who helps clients move forward with confidence.

This becomes particularly problematic at senior levels, where the role shifts to include client acquisition and development (read: ‘sales’!). Yet the ‘bridge’ between an educational or discovery conversation to a project commitment conversation can be a difficult one for trusted advisors to cross.

3. Finding ways to meaningfully differentiate is tough for a lawyer, whether one of many or one of few.

Many lawyers are specialists — but they are among many in their field. Some, conversely, are so niched that they struggle to know where and how to build a visible profile with a very specific audience, not all of whom are active online. Without a clear “go-to” position, even excellent practitioners risk blending into the background.

In the world of AI, clients and colleagues are no longer just buying legal answers; they are looking for judgement, context, foresight and leadership.

What a strong legal brand looks like

The legal landscape is shifting rapidly: regulatory change, new risk categories (cyber, mental health, AI), evolving client expectations and increasing competition from both national and global firms. In this environment, those who can clearly articulate what they are known for, who they help, and why their perspective matters are better positioned to stay relevant and top of mind.

Strong specialist brands are not about self-promotion. They are about leadership. They combine technical depth with clarity, commercial understanding and a consistent message — across introductions, conversations and online visibility — that builds trust rather than noise.

For experienced lawyers, the real question is no longer “Am I good at what I do?”
It’s “Can the right people clearly see the value I bring?”

And if not, what’s getting in the way?

Explore the Sharpen Your Leadership Lens Workshop for your board/LT

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CPOs: Align your LT and Board through one ‘Leadership Lens’, to enable strategy and build trust with internal and external stakeholders

Challenge your board and leadership team with these 4 questions to explore individual ‘leadership lenses’ and start to connect and align those ways of seeing and leading, as a team.

Challenge your leaders to reflect on the following questions – first individually, then as a collective. These questions are designed to help you begin identifying the values, experiences and strategic focus that shape their leadership approach – and focus together on what matters most now.

1. What values consistently guide your leadership decisions — even when the pressure is on?
   Think about moments when you had to make a tough call. What principles did you lean on?
2. What story or experience best illustrates your leadership philosophy?
   This could be a defining moment, a challenge overcome, or a time when your leadership made a real impact.
3. How do you want to be perceived as a leader — by your team, your peers, and external stakeholders?
   Consider the reputation you’re building and how it aligns with your intentions.
4. What’s around the corner for your organisation or industry — and how are you preparing your leadership lens for what’s next?
   This is about future-readiness: what do you need to sharpen, shift or communicate differently?

Want to take this further?
This exercise is just the beginning. I work with senior leaders, boards and leadership teams to uncover and articulate their ‘leadership lens’ — helping them lead with clarity, confidence and strategic impact. If this sparked something for you, let’s talk about how we can explore it in more depth.

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…AI can do your job.

…AI can communicate better than you.

…AI can learn quicker than you.

What does this mean for “professional confidence” – a feeling of valuable contribution in individuals, teams and across organisations?

Peak professional bodies such as the Australian Institute of Company Directors are pointing to new risk challenges for boards: AI-caused employee unease, division and threats.

Maintaining confidence in a fast-changing tech world

We see the challenge of maintaining internal confidence and external trust in the Age of AI as one that isalready affecting professionals atindividual, team, organisationalandindustrylevel.

In previous leadership roundtables we hosted in Perth and Sydney, we brought together senior leaders across a range of industries, to talk about how organisations build trust and protect their reputations in this fast-changing world. We found that leaders emphasised people along with the tech.

We’ve talked about mission-critical teams and the need to adequately prepare them to lead the way in reputation value-building for organisations with shifting agendas.

Leaders’ personal brands are being treated as a strategic asset in response to four key business needs:

1. Trust in the age of risk.
2. Engagement through change and uncertainty.
3. Leadership readiness to perform.
4. Demonstrating strategic differentiation in the market.

We have previously shared our observations working with large organisations on why this is on the leader’s agenda in 2025.

This year, we have been asking leaders around Australia:

How do businesses continue to STAY RELEVANT and COMMUNICATE VALUE to customers and stakeholders?

What must leaders do to maintain their organisation’s ‘professional confidence’ in the age of AI?

More about our 2025 National Leadership Study on “Professional Confidence in the Age of AI” here.

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Are you a new partner, or next in line, at your advisory firm? What’s needed for you to move into this role with confidence and success?

In law and accounting sectors, I see many senior professionals unprepared to step into leadership. A technical and client delivery focus got them to where they are now; but for where they are going next, it’s about more than that – and sometimes the professional development required at leadership level just isn’t there!

Your leadership is not just about your technical knowledge and looking after your clients or projects, but building your team’s culture and capability, your leadership mindset and your leadership ‘brand’ – what you stand for, how you operate and how you are known as a leader.

Developing a true ‘leadership brand’ goes beyond a foundational professional personal brand and helps you succeed in this elevated, more complex role. Here’s what you need to consider to step confidently into partnership.

Preparing your personal brand for Partnership: What to focus on now

 As you shift towards partnership, your personal brand needs to evolve beyond expertise.

Consider these areas of focus:

• Internal influence: Are you seen as a leader by peers and juniors alike? How do you contribute to firm culture and capability-building, not just technical work?
• External presence: Does your profile reflect your leadership strengths, not just your technical niche? Think speaking, writing, mentoring, and your role in strategic client relationships.
• Online alignment: Does your digital footprint – especially LinkedIn – represent the kind of leader you are becoming? It should reflect strategic thinking, not just technical commentary.
• Clarity of leadership value: What do you stand for as a leader? Define your leadership ‘brand pillars’ – values, ways of working, and the kind of culture you foster.
• Future focus: Start to align your messaging, behaviour and professional development with the type of partner your firm – and your clients – will need in the next 5–10 years.

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Which team in your business is mission-critical?

You could rightly argue that every team is essential to the organisation’s success… but there is probably a narrower cohort that are critical to your current objectives and strategy.

• Your sales/BD team.
• Your team of advisors in a strategic growth focus area.
• The team targeting a new market share.
• The team leading a pivot or positioning change in the business.

It’s likely that for your mission-critical team to succeed, they need to be SEEN.

REALLY seen.

Industry example: Energy & Resources

Mining is the classic example of an industry faced with changes in strategic focus, in products and services, and even in how they are seen!

Energy and resources are in the spotlight during a time when every business needs to demonstrate greater accountability for ESG and sustainability; they are tasked with leading the ‘green energy transition’ and ambitious climate goals.

For many energy and resources organisations, the people developing new, greener business make up the mission-critical teams. The challenge for these newly-formed teams, undertaking and selling new work, is essentially to make a name for themselves – not only to be known among competitors and by important external stakeholders for what they can offer, but to prove their value internally with shareholders, board, executive and others within the organisation.

Whatever your industry – here are some starting points to assess whether your mission-critical team is being seen (and in the right way!).

Being seen EXTERNALLY = Making a name for yourselves among stakeholders and audiences

• Engaging, listening & responding: Is your critical team actively building relationships with new stakeholders and audiences, or with current stakeholders and audiences in new ways? Do you have an organised approach to this, a plan, accountability?
• Demonstrating transparency: Is your critical team sticking to authentic messaging about who we are, what we are currently doing and what we hope to achieve? Are they empowered to answer questions posed to them by media and social media communities?
• Reinforcing a strong brand: Is your critical team crystal-clear on how to articulate the brand and culture – who we are in business – and do they understand how everything they do and say either builds or breaks down that perception?

 Being seen INTERNALLY = Proving yourselves with shareholders, leaders and staff

• Why this: Demonstrating to the ultimate decision makers that a new strategic arm of the business is going to work is a foundational first step, mostly hashed out at board and executive level. Your critical team then has the job of proving the point – are they armed with the strategic thinking skills to reach goals in unchartered territory? And what support might you need to ensure everyone is clear on the most important thing to communicate about ‘why this’?
• Why us: Particularly with a new team or a team with a new focus, proving yourselves as a team is no small task. Ask yourselves as a team, ‘Why us?’ Why this particular group of experts, advisors or BDMs to do this job? Give your team the opportunity to reflect on the value they each bring to the collective, and how they can lead with that. (Guiding this exploration is one of the best parts of my job, because everyone is rewarded!)
• Who needs to know? Find structures to share your team’s expertise, plans, projects and wins with the wider organisation. How can they educate, inspire, or collaborate more widely? Bring everyone along for the journey to increase visibility and support for your team.

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While the personal brand strategic advisory you choose to work with will certainly be able to help you achieve buy-in for this important work with your leadership and wider team, there may be circumstances where you need to make the case first, be a champion for the cause, or help bring people along for the journey. Here are some considerations we look at when achieving an understanding with stakeholders about why this work matters.

Look at it from their perspective: The decision-makers

A business leader or a manager in charge of the purse strings looks for proof of concept, so preparing yourself by reading the best on the topic – trends, facts, examples of where it’s worked – is going to be important. Presenting a relevant case study or client testimonials from providers you are considering using or from another business that has undertaken a personal brand development strategy will be helpful.

One of a leader’s primary concerns is the organisation’s strategy and each team’s ability to set and achieve goals to get there. Understanding what’s most pressing at your organisation, and what will most move the needle, matters when bringing a new approach. Be prepared to make clear links to the organisation’s goals, brand and culture when proposing the personal branding strategy. Again, reading and researching can help you with this.

A lawyer, accountant, board director or other professional used to working from a ‘risk’ perspective will need to clearly understand the costs and other risks involved and understand how to mitigate these. Start with a trustworthy assessment tool or process to understand gaps. For example, we have developed simple but revealing tools to ask, ‘Where do your team members sit on the Trust Map?’ and ‘Where does your team rate on the Brand Confidence Scale?’ Use expert advice at the assessment, analysis and strategy-building stage, at a minimum, to set yourself up for success, avoid mistakes and ensure ROI.

Look at it from their perspective: The participants

Just the concept of personal branding can be scary for people – the ‘personal’ bit makes them wonder what they will have to expose to others, what they will have to put ‘out there’! For many, the term comes with negative connotations – all the overly self-promotional, inauthentic, shouty stuff they’ve seen on social media that they’ll do anything to avoid. For most, it requires stepping at least a little bit outside of their comfort zone, even if they deeply want to work on this area of their development.

Confidence and enthusiasm come from understanding why it matters, the difference it will make to them personally, and what’s involved.

We always start our stakeholder engagement with the ‘WIIFM’ or ‘What’s In It For Me?’ Everyone cares about how they are seen and how they see themselves! Everyone wants to feel part of a team that matters, bringing a valuable contribution. And everyone wants to be recognised for this value. We use tools like our ‘Do you know your personal brand?’ quiz to create awareness that your personal brand is out there, whether you’ve planned it or not! You may also like to refer to 360s and other assessments, or create a voluntary feedback process to answer the question, ‘How do I come across to others?’

People want to know what to expect, so outlining a high-level process of best practice that you plan to use for your strategy, and seeking input, is helpful here. You should work to reassure people when they wonder about ‘What will change?’ and ‘What does this mean for me?’ Providing some FAQs on personal branding like the ones we provide on our website is one very efficient and effective way to start to break down misconceptions and build confidence and enthusiasm for the process. Always make sure there are open lines of communication, and invite people right from the start to reach out with concerns or questions, ensuring they feel safe to do so.

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What can I tell you from running countless Personal Branding presentations over a decade?

Everyone shows up for this topic.

(We love to know how others see us, and how we might influence that.)

Everyone is engaged – leaning forward in their chairs, taking notes, asking questions.

(Even the doubters say it was a fascinating topic and they learned something.)

Everyone knows the next step they want to implement.

(Some people actually do it.)

You usually get all these results in an hour.

You get a little more action in two.

In a half day you can create a plan.

With a follow-up session down the track, you can remember key take-aways and become accountable to achieve at least one action step.

But with an aligned team (or better yet, company) strategy on personal branding… you can shift a Culture to one of personal leadership, accountability, professionalism and pride in results. You can change how audiences see you. You can also, of course, change the results!

By starting at the very personal, individual level – Who am I here? What do I want to achieve? How do I contribute meaningfully? How does this benefit me? – you can transform how people:

See themselves.

See their team.

See the organisation.

Are seen by important others.

How to create a team- or company-wide strategy on personal branding

1. Decide what personal branding really is to you.

There are many definitions of personal branding – decide what it will be at your organisation – and what it won’t be.

For example:

It will be the process for developing your ‘Professional Identity’ – how you want to be seen by specific others in order to achieve meaningful, win-win results.

It won’t be coercion, smoke and mirrors, shiny wrapping, greenwashing/jumping on bandwagons, humble bragging, becoming Instafamous or an obsession with likes on LinkedIn.

2. Bust roadblocks to personal brand progress.

There are some very common roadblocks that stop people working on their personal brands, such as fear of self-promotion, fear of making a mistake, and lack of clarity about the what and how for their particular personal brand.

People have also seen plenty of cringeworthy examples of ‘rockstar’ personal branding that cause them to avoid it all together, despite knowing they need to define themselves as professionals and build awareness of this among networks.

Creating an opportunity to bring personal brand roadblocks to light and break down misconceptions is an important step. With teams, I start with a fun, magazine-style ‘Personal Brand Roadblocks Quiz’ followed by an in-depth collaborative sharing and problem-solving session to help people quickly feel safe moving into personal brand strategy.

3. Like any big move – you need a strategy.

While the details of your actions will differ depending on the organisation, the team, and the individual, a clear overarching strategic approach provides unity and direction. The time-tested approach we use focuses on 4 clear steps.

When building out your strategy, remember you need all 3 levels to your approach: Whole-organisation, Team or Department, and Individual.

4. Lead by example.

Leadership Branding of senior managers and the executive team (even the board!) is an increasingly popular approach to strengthen how leaders are seen internally and externally of the organisation. Clarity and consistency in communicating who they are as individual leaders and as a leadership team, sets the tone for the rest of the organisation to develop strong personal brands.

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