Create a powerful lead sign

What is your brand leadership? Do you think you do not have one? Go back!

The term lead sign is based on two important differences: brand and leadership.

First, define a brand. Simply put the brand is the perception that people have a product, service, company or individual. Brand stands for something; It relates to an idea, feelings, quality standard or unique concept.

We think about brands that are mainly related to products and organizations … for example Heinz 57; Exxon; Lexus. Think about brands that have a great positive meaning for you. What symptoms do you think? What emotions make the mark?

Firms make great efforts to build their brand because strong brands cause pricing to be higher, better reliability, better reputation and much higher revenue.

The same concept applies to people. Those who focus on building their brands tend to be service representatives and entrepreneurs who need to distinguish themselves in a crowded market.

An important question in personal brands is: What are you known for?

Leaders within organizations increasingly recognize the importance of consciously developing their own personal brand, apart from the company's brand name. Why should managers be aware of and develop their own brand? The reasons are similar to those participating in trademarks or trademarks. When people have a trustworthy reputation, this is equally strong personal brand, which in turn leads to more revenue generation, better opportunities for promotion and more interesting opportunities. In short, they are in demand and get more of what they want.

Now let's look at the leadership and relationship with the brand. The essence of leadership can be found in the following question: Want people to follow you? We have all known executives who have "status" but failed to connect with and encourage those they led.

How do we combine leadership and branding? Ask yourself the following questions: What aspects of leadership do you want to be known for? In other words, what emotions do you make in people so they talk positively about you, refer you to, introduce yourself and want to do business with you?

Let's talk to Peter, a very talented Managing Director of Fortune 500. Despite being an intelligent, ambitious, unnecessary manager, Peter was twice introduced to the deputy chairman. He was incredible when others went up and he did not. His head, who sensed Péter's disappointment, said he consulted with a coach.

Peter was initially skeptical when we encouraged him to think about what he perceived as the leader of the brand. He really pushed back and claimed that private brands were insignificant, that it recognized more to sizzle than the bakery. "Why should I spend my time on soft things like politics? What I'm Known Is Performance and It Matters." He strongly believed his performance and figures should speak for themselves and that leaders should not "blow their own corner."

When we conducted a 360 ° feedback survey with Peter's colleagues, we revealed important information about how he was perceived by others. He was actually acknowledged for his drive, creative problems, critical thinking, financial thinking and knowledge of the industry.

In addition, he was also seen by bosses and peers as sudden, denial and denial of others' ideas. For example, when one of her peers expressed an idea at a meeting, Peter dropped her off and told her soon that this idea would not work. By doing so, Peter missed his colleague – not just her idea – and sent the message "I'm better than you, your ideas do not matter, I'll do it."

Although Peter was efficient, smart and exciting, he sometimes stood out as compassion, refuge, denial and disgrace. This was essentially his lesson mark.

There was a great discrepancy between Peter's intentions and the message that was made. Even though he had the interests of the company, Peter was not aware of his influence on others. This is called blind spot, when others see something in us that we do not.

We can learn from Peter two lessons. First, ask for feedback from people around us; ask in advance for others & # 39; point of view. To collect this information, we can conduct a 360 ° online survey or join our colleagues and ask for their progressive input on how they see us and how we influence others. The goal of this exercise is to see through our blind spots.

Second, from Peter's story, we must ensure that our intentions are consistent with our actions. We all have good intentions, but too often our behavior is different. Then we wonder why people respond to us wrongly, do not do what we ask them to do or, like in Peter, do not introduce us.

It's not enough to have good intentions. We must show behavior that best returns our intentions toward others.

Remember that we judge our intentions and we judge others by their behavior.


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