Diversity MBA Magazine - Fall 2008 - (Page 30)

What has your brand done for you lately? This is a question you should be asking yourself on a regular basis. The reason? Great personal brands, like great company and product brands, stand the test of time. But brand owners must know how to adapt to maintain the necessary appeal to captivate their target markets. Building a personal brand is a methodical process, and it’s not a one-time event. It involves understanding and appreciating what you stand for, what you have to offer, and what your target audience wants. It requires that you get feedback upon feedback on how others perceive you, to determine if their percep- interests will tend to evolve over time. There’s also the possibility that your target audience may change completely. Depending on your role in your organization, your target audience may have started out as your manager and co-workers, and may have evolved to include other functional areas and internal and/or external clients. As your career matured, those you needed to impress may have extended to senior executives, boards of directors, and possibly the national or global community. Understanding who you’re trying to influence or “sell to” is a critical first step in revisiting your personal brand’s effectiveness. How often should you revisit your brand? In general, Revisiting Your Perso by Charmon Parker Williams, Ph.D. tions mesh with how you’re attempting to portray yourself. It requires a lot of thinking and testing -thinking about what differentiates you from others and how to make it come to life, then testing how effective you are at it. In revisiting your brand, it’s important to understand who your target market is – the people to whom you’re trying to sell your product. In personal branding, your product is yourself, and your audience consists of those you need to impress, gain visibility and trust with, influence, and stay top of mind. Their needs and it’s advisable to think about your goals and the direction your career at least annually. Performance development and planning discussions with your manager or an executive coach can facilitate this. Additionally, set aside some alone time to reflecting on all aspects of your life, and identify how the career piece of the puzzle is fitting in. Ask yourself whether or not your personal brand is effective, has failed, or has simply become stagnant. In all likelihood, you may need to start your self-evaluation with whether or not you even have a brand. There are probably clearer markers when your brand has failed. However, you may need to do some additional testing to determine if your brand is effective or stagnant. A stagnant brand has no traction. While it may not necessarily work against you, it doesn’t work for you. Some indications of a stagnant brand include the fact that individuals are not reaching out to you (i.e., your product) as often. You seem to be overlooked when promotions, assignments, or networking opportunities come about. People aren’t aware of your contributions. You’re chosen for the same type of non-growth projects time and time again. Just like the careers of some actors, you may have been typecast. Beyond the annual review of your brand, there are other times it should be revisited. These include when you have transitioned to a new role, moved to a new company or business unit, or received consistent feedback that does not connect with the impact you feel you’re making. While a career setback may signal the need to reevaluate your brand, it doesn’t always mean you need to change it. You may only need to reinforce it and bring it back to life. Dig deep to understand what contributed to the setback. Was it performance related, skill related, or political? How much was within your control? When w w w. d ive r s it y mb a ma g a z in e. c o m 30 http://www.diversitymbamagazine.com

Table of Contents Feed for the Digital Edition of Diversity MBA Magazine - Fall 2008

Diversity MBA Magazine - Fall 2008 Contents Letters to the Editor In Your Own Hands Editor's View Business Briefs Off the Shelf Diversity MBA 2008 Awards Gala and Leadership Forum "Diversity Next Practices" Illusion of Inclusion Good Is Not Enough Revisiting Your Personal Brand Discover Your Power Voice Authentic Leadership In An Ever-Changing Marketplace Stopping the Brain Drain: How Companies Can Keep Talented People of Color Corporate Succession Planning - How Do You Fit In? How To Manage Virtual Teams Beyond Demographics Recruit, Recognize, Retain, Reinvest – Winning the Talent Acquisition Game Leave Ego at the Door Modernizing Supplier Diversity Taking the Leadership High Road… When You Can Find It Think Boardroom Bound; It’s Happening Who's Who In Diversity Fail to Succeed 4-Star Start-Up, Chris Ward: Character Above All Get Them at Hello – Tips to Improve Your Marketing Kit Sonny Vu, Entrepreneur A World at Your Fingertips Big Brother Wants Your Bank Account Stepping Off The Corporate Ladder HR Focus with Monica Ross A Unique New England Vacation Bold Caballeros y Noble Bandidas Women of Color and Cancer: The Chicago Phenomenon Being Single Isn't Easy International MBAs Flock To U.S. Schools Smart Strategy Gadgets+Gizmos Advertiser's Index

Diversity MBA Magazine - Fall 2008

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