Brand YOU–Making Your Weaknesses Irrelevant

March 20, 2006 by Liz

Identify Your Weaknesses

Often the easiest way to see your weaknesses is by looking at the flipside of your strengths. For example, if a strength is that you are detailed-oriented and accurate at checking specs, it’s likely that you’re not strong at seeing the big picture. Developing process models probably isn’t what you do best. In another scenario, if you’re innovative, you might take too many risks. If you value hard-won knowledge of the fundamentals, you might take far too few. Identifying your strengths is only half of the story. Next you need to be real about your weaknesses. Start by knowing everyone has them, and that knowing yours is the first step toward managing them effectively.

Get Curious to Shore Up Weaknesses

One of my weaknesses comes from my strength in perception. Information about people and how they think comes easily to me through normal interaction and conversation. It’s almost as if I can pick up signals from the air about who they are and what they think. Unfortunately the skill is not reciprocal, it puts the other person at a disadvantage, often making that person uncomfortable–uncomfortable being with me.Now that you’ve found your weaknesses. Look at the skills that stand behind them. If you have trouble with the big picture, get curious about it. Start asking folks who like the big picture why they go there. See what values there are in having a strength in that area. Here’s an example of how just that helped me.

My corresponding weakness is I’m the poster child for small talk. I’ve never developed the skill or the habit. Until I realized I had the weakness, I saw absolutely no purpose for it. Then I got curious. I watched and talked to people who do small talk well. I saw how it helps establish personal relationships and boundaries between people–sort of mini agreements made by conversation. I still don’t start conversations with “How’s the weather?” or “How about them bears?” But I’ve learned not to jump right in with “on page 32 you can see where I . . . ”

No matter how good I get at it, small talk will always be an acquired still not a talent, but a skill that I work on when I can. These days it’s far less of a weakness and now it’s at least an option when I need it. Folks aren’t so uncomfortable when I start talking . . . I say a few things before I get to page 32.

Then Make Your Weaknesses Irrelevant

In like manner, no one–except my oldest brother, who’ll tell you he’s perfect already–will ever be free of weaknesses. No one can make them disappear, but anyone can control and shore them up. You can minimize their impact and make them irrelevant. They don’t need to be a burden in the marketplace, in your business or in your job. Here are some ways you might do that.

Always volunteer for jobs that play to your strengths. Taking advantages of such opportunities gives you a chance to showcase your strengths in new ways–to be known for what you do well. Volunteering to your strengths is a fabulous way of promoting your personal brand.
Go into a learning mode about your weaknesses. Be honest about where you do better with support. People see that as integrity. In other words, avoid the temptation to oversell your skills. People find out soon enough what you can’t do. Overselling your skills only makes your weaknesses seem larger. That’s the quickest way to kill your personal brand.
Value people who have strengths that correspond to your weaknesses. Look first at the ones who make you crazy. Usually the reason folks drive us crazy is because they care deeply about what we hate. That fact makes them exceptional at tasks that we don’t do well. As a big-picture person, I’m wise to value detailed-oriented people, and always seek them out as partners. That makes us both stronger. It puts my big picture strength and their detail competency together and makes our weaknesses irrelevant to the task we do together.
Add extra check steps for any task that involves your weaknesses. Know that those tasks will require more time for you than they do for folks who have those skills as a strength.
Within any situation, you can probably think of several ways to keep your weaknesses in control, if you stop to assess what strengths and weaknesses you’ll be working with before you start the task.

Now you’ve established the core of your personal brand. You know your strengths and weaknesses. When you’re asked about them in a first meeting–with a client or at an interview–you can articulate how you play to your strengths and manage your weaknesses.

You can articulate the unique value of your strengths and how they meet real needs with actions and benefits. You have strategies for minimizing the impact of your weaknesses. You can talk about your competencies with competence, clarity, and confidence. That’s a dynamic personal brand.

You’re well ahead of the game already. All it took was a look in the mirror and using what you found there.

–ME “Liz” Strauss

Brand YOU–Capitalize on Your Strengths

March 14, 2006 by Liz

Know Your Product

Your personal brand communicates your unique value in ways that others understand who you are. Developing a personal brand is a process that takes time and requires investment. Your brand develops as you develop self-awareness. You have to know your product to communicate its values–in this case. your personal strengths.

Identify Your Strengths

By the time we reach adulthood, most of us have a sense of our strengths and of our weaknesses. It’s hard to get through school and get a job without having some idea of what they might be.

But few of us actually take time to determine our most outstanding assets – our highest proficiencies, our core competencies. We often discount the things we’re best at because they come to us naturally. Thinking that everyone can what we can, we tend to undervalue our natural talents. Take a moment to ask yourself questions such as these to find your strengths.

What am I asked to teach others?
What responsibilities are delegated to me?
What kinds of meetings and tasks am I asked to lead?
What special skills do I have that others rely on?
What parts of my job would be hardest to fill?
What traits make me a valuable member of the team?
What are the things that only I can do?

Remember don’t overlook your great personality or that talent you have at organizing a project map in 30 seconds flat. Just because it’s a personal talent, doesn’t mean it has no value. The people that you work with rely on it–so count it as a strength. Not everyone can do what you can.

Capitalize on Your Strengths

To build the strongest brand, once you know your strengths, capitalize on them to make them stronger. Play to your strengths in what you do. Determine how each strength meets a specific need of the job market. Marketers call this naming features and benefits. People call this naming problems and solutions. The market has a problem or a need. I have the strength or skill set that meets that need. I’m the person for the job.

A written version of one of my skill feature and benefit statements might look something like this.

I have core competencies in teaching others to be detail-oriented champions of accuracy. That means that any work under the care of those I teach is assured to be error-free, saving the company the time, money, and embarrassment mistakes can cause.

Do yourself the favor of writing down your skills and strengths and naming the market need they meet. The act of writing out theses feature and benefit statements to define your personal brand or the brand of your business causes you to put your value into words–to internalize it, to make it your own.

Internalizing your strengths and how they meet needs in the workplace puts you in the best position to talk about your strengths when the opportunity arises naturally within the workplace.

Being about to talk freely and naturally about how your strengths meet the needs of others is a strength in and of itself–don’t forget to write that one down once you conquer it.

When you can do that, you will be fully capitalizing on your strengths. You’ll no longer need to verbalize your brand. You will have started living it.

–ME “Liz” Strauss

Building a Personal Brand–YOU

March 13, 2006 by Liz

What Makes You Unique?

Mark Twain used to say that everyone talks about the weather, but no one does anything about it. People do a lot of talking about things like branding too, but I’m not sure that many know what to do about that either. A brand can seem as nebulous as the weather . . . how do you get your head around what a personal brand is?

I can just about hear my uncle Everett saying, “Personal brand, what are you talking about? I’m not a pair of shoes, and I don’t care what you say, I’m not for sale at any price.”

Ironically, that remark is a branding statement if I’ve ever heard one.

What a Personal Brand Is

Uncle Everett underscores the idea of a personal brand well and articulately – he communicates who he is in a way that others believe in it.

Your brand is you and all you are and ever will be. It’s your uniqueness, your skills and abilities, your image, your traits, and your potential. Your brand is how you as a person will fill a need in a way that no other person can.

Everything about you contributes to your personal brand – everything you say or don’t say, what you wear, your tone of voice, the look of your space, the look on your face, the way you shake hands. The quality of your work is an immense part of your brand, but not, by any means, all of it. Even there it matters whether it’s on time, done with friendliness, with teamwork, with innovation and flexibility.

Forging a Personal Brand

From Uncle Everett’s bald head to his baggy pants, his love for the Chicago Cubs and his fierce devotion to his family were all easy to see.

To forge a strong personal brand takes self-awareness. Think deeply so that you can do these things well.

Identify your strengths and your weaknesses.
Capitalize on your strengths.
Find valid ways to make your weaknesses irrelevant.
Determine how you uniquely fit a job market need.
Describe and define that unique fit as your personal brand.
Determine how your image can communicate your brand.
Complete the “big idea” by checking all that you do supports your personal brand.

Sounds like a lot, but the closer you get to refining it to the smallest detail, the more credible your brand will be. Why? Because you will be living it. A personal brand is what you ARE, not how you act.

Everett knew that being who you are is a bond with the community. It the basis on which all relationships are forged. Being any less and you’re only a bad facsimile of what you could be. Your personal brand can be the strongest advantage you bring to your business life.

Be brand YOU and you’re the only one. No one can compete with that.

The best way to promote your business is by living your brand.

–ME “Liz” Strauss

In the Comments . . .

March 10, 2006 by Liz

Found this in the comments on another blog . . .

Ã¢â¬ÅThereÃ¢â¬â¢s no monopoly on being in the right place at the right time.Ã¢â¬?

It is the monopoly of money.

Being in the right place at the right time has a cost that the journalist Ã¢â¬Åin fieriÃ¢â¬? couldn’t afford.
He can be a better writer, a better commenter, but till now he was not able to express himself.

What Media will face in the near future is competition.
From the small man of the road.
Because hardware and broadcasting means have change to a point that whoever can be a writer and an editor.
Of course he also needs some brain.
It will be the competiton of brains more than the competition of means.

This capitalistic society will have to revaluate the human part and the skill.
A big newspaper could in theory loose the game against a one man journalist.
At the end of the day this small man could win for the simple reason he does something he likes to do, he wants to do, he believes in.
Which is something many journalists do not have any more.
That is the freedom to say what they really think and not what they think the reader would like to read, or what is convenient that the reader reads.
Which is something that once they used to call truth and meant truth.

Yes the Internet is exactly that, the Revolution of our generation.
It will take some time, but it will be.
—Patrizia Broghammer

Great writing deserves to be uncovered.

–ME “Liz” Strauss

Looking in the Right Direction — The MSM Isn’t. Are You?

March 7, 2006 by Liz

Why the MSM Can’t See the Threat

The Main Stream Media and those who aspire to be part of it are concerned about what’s happening with blogs. They just can’t seem to get their minds around something that doesn’t abide by the rules that have been carefully laid out and followed for so many years. The old guys . . . and I did say guys didn’t I? . . . at the top are used to calling the shots, so used to it, they’ve lost track of basics of how market economies work. Certainly if they received their MBA in the last 25 years, they ran into the work of Michael Porter.

So let’s start with the competitve threat posed by blogs as defined by Michael Porter’s Five Forces that David Starling so eloquently stated

the power of suppliers
the power of buyers
barriers to entry
the degree of rivalry among incumbents
the presence of substitutes

Blogs, as David so eloqently stated, are all five. They have power over suppliers and buyers and in many cases are them. Blogs have no barriers to entry. Blogs are substitutes and rivals.

So why isn’t the MainStream Media shaking in their boots?

Possibly because they can’t bring themselves to believe what they’re seeing.

How could it be possible that a bunch of real people without their resources could be doing anything called publishing? If we don’t see it, it can’t be happening.

Sad to say, looking in the wrong direction is a popular response in the world of business.

What Should the MSM Be Worried About?

On to Scott Karp’s comments that I mentioned earlier . . . This is why Media/Web 2.0 needs Marketing 2.0 Ã¢â¬â we need a new economic paradigm for valuing attention, which will create a new paradigm for value creation in Media/Web 2.0.

Media+Web longing for a economic paradigm that includes Advertising/Audience is how I paraphrased it. Where do we find that? We find that three places.

A Listers
Blog Networks
Social Bookmarking and Social Search Engine Sites

All of these have one thing in common–Power. The power to move an audience around the the web with a small effort. We know the value of the Slashdot effect. The good news can bring down a network server. It works the same within the tight network of the A-Listers. Scoble says “breeeeeport” and all his fans link to it. Think of what a network of 80 or so blogs might have the power to do if they wanted to move an idea or an audience across the internet.

It won’t be long before advertisers understand this.
It will be slightly longer before the MSM understand that the advertisers do.

What Happens to Us in the Magic Middle

That’s why we in the Magic Middle need to take Social Bookmarking seriously. It has the power to make a significant difference in the future of our place in the Internet. We need to find the ways to use it in our favor, to use it to maintain our status as the “mom and pop” stores of the Internet.

Whether we need to buy into the advertising model or not we’ll have to find ways to compete with the power brokers on the level of audience, or else we’ll get lost. Socialbookmarking offers a venue that could be the best chance. At the very least becoming a part of something bigger than we are is probably a good thing to do. A new blog every second means that every second we get smaller.

To be an entrepreneur in a world of millions of them is going to require a new kind entrepreneur and a new kind of entrepreneurial thinking and networking.

When my son was four, he was fascinated by geography. He knew more about the planet than most adults do. As I tucked him into bed one night, he asked about a business trip I was taking the next day.

“Mom, There are mountains in Nevada. Right?”

“Yes.” I said.

“Don’t look this way and walk that way,” was his response.

I’ve never found out whether he thought I was going to walk into a mountain or off a cliff. I was just charmed that he was worried about me.
He’s a nice one too. 🙂

What are you doing to make sure you’re looking in the right direction?

–ME “Liz” Strauss

Leaders, Tunnels, and Vision

March 5, 2006 by Liz

Leaders and Tunnel Vision

When your thinking is stuck in a tunnel,

it’s the leader in you that finds a way out.

Seeing the tunnel and the light at the end of it

is what leaders recognize as opportunity.

Walking to the light invites others to follow.

What the leader called opportunity, others call vision.

–ME “Liz” Strauss