In my August webinar for FINSIA on Developing your Leadership Brand in Banking and Finance, we discussed the questions: What’s important to you in your Leadership Brand? What are challenges for you, or challenges you’ve observed in others? Here are the specific examples the audience came up with, and our discussion of these.
This week I had several conversations that had me reflecting on ways that organisations can meaningfully recognise and reward their young professional talent – which comes down to knowing what they’re reaching for and helping them get there.
In my work, I hear senior professionals talk about developing a targeted leadership brand that overcomes common brand challenges for legal counsel and other specialist advisors within organisations. Here’s what they say.
When I work with executives on their leadership brand, they are at a point in their lives when they want to try something new, go for something bigger, or be recognised for something more. As soon as we put a big goal out there – we say the words out loud, we tell someone, or we write it down – we are immediately met with scary thoughts.
You know you need a seat at the decision-making table, but first, you need to be seen differently. Here are 3 ‘shifts’ you can make, to move from a perception of you as ‘Trouble’ to you as a Vital Partner in the business.
Empowering our diverse teams to grow their professional influence using Personal Power, Personal Brand and Professional Confidence.
For experienced executives moving towards board roles, there are some important personal brand challenges to address. In this week’s workshop for Carnaby’s Director Education Program, we started off with a discussion of these brand challenges.
I regularly talk about the importance of developing a ‘Team Brand’ for each unit within your organisation – each team’s developed sense of who they are and what they bring to internal and external stakeholders. So when do you need to focus on developing team identities with your people?
When everyone in the organisation has a personalised and thoughtfully-crafted go-to statement that they feel authentically speaks to what’s most important about their work, they are much more likely to use it to help build the business.
In a workshop with new leaders in transport and logistics across ANZ, we reflected on individual and collective strengths… and there were many. Yet, they also reported a reluctance to self-promote!