Working with executives and other organisational leaders has brought me to a disquieting discovery. Having a solid personal brand isn’t enough.
Take V. At 38, V ticks all the boxes of a successful career. Her recent appointment to the board of a multinational FMCG (fast moving consumer goods) corporation confirms this. V is known for her insights and ability to innovate. She is constructively disruptive, and her recent appointment acknowledges this.
So far, so good.
However, with V’s appointment to the board, the standard of expectation just got higher. While defining V’s personal brand helped her successfully navigate middle management, her new appointment requires something more.
It requires a shift from being inward focused (who am I?) to being outward focused (what are my results?)
This is what makes a personal leadership brand.
The shift is subtle but profound.
V’s goal now is to continuously add value to her professional relationships and the people she serves. Instead of asking herself “what makes me distinct?” V must now ask,
- What do the people I serve expect of me as a leader?
- How can I hold myself accountable to what they expect?
- How can I elevate the expectations people already have of me?
And perhaps most critically
- How can I use my distinction to advance others?
You don’t have to be a board member to benefit from answering these questions. Whether you’re a small business owner, a freelancer, or a parent, understanding how you can use what makes you unique to benefit others, is the power of your personal leadership brand.
Like V, your desire and ability to continually add value for the people you serve is what really makes you distinct.
