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Personal Branding: Strengths Assessment Tool

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Strength and Weakness Assessment

Personal Branding logo

Here’s a tool to help you assess what you have to work with.

Capitalizing on My Strengths

  • What am I asked to teach others?

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  • What responsibilities are delegated to me?

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  • What kinds of meetings and tasks am I asked to lead?

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  • What special skills do I have that others rely on?

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  • What parts of my job would be hardest to fill?

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  • What traits make me a valuable member of the team?

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  • What are the things that only I can do?

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How does each strength meet a need in the marketplace?

Strength _________________________________________________________

Means that ________________________________________________________

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Strength _________________________________________________________

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Strength _________________________________________________________

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Strength _________________________________________________________

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Strength _________________________________________________________

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Strength _________________________________________________________

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Making My Weaknesses Irrelevant

  • What weaknesses do I have that correspond to my strengths?

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  • Who might I talk to that has a strength where I have a weakness?

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  • When might I do the following?

    • Volunteer for jobs that play to my strengths.

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    Find opportunities to learn about shoring up my weaknesses.

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    Find people to work with who have strengths that balance my weaknesses.

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    Remind myself to check tasks for what strengths and weaknesses I’ll be using.

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My Personal Brand

With what I already know about capitalizing on my strengths and weaknesses, I can say this about my personal brand.

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This is one kind of assessment tool you might use to get ideas from your head onto the page where you can look at them to make decisions about what to keep and what goes away.

Like any great city builder, you want your personal brand set on a foundation of concrete, not on sand. You can’t promote yourself, your brand, or your business, until you know who you are. If you take the time to think through these questions you’ll be farther than most folks are.

–ME “Liz” Strauss

Related articles
Building a Personal Brand–YOU
Brand YOU–Capitalize on Your Strengths
Brand YOU–Making Your Weaknesses Irrelevant

Brand YOU–Making Your Weaknesses Irrelevant

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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

Related article:
Building a Personal Brand–YOU
Leaders and Higher Ground
The Only One
Business, Blogs, and Niche-Brand Marketing

The 10 Skills Most Critical to Your Future

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Thinking in the 21st Century

Thinking cannot be separated from who we are. In the 21st century, the age of intellectual property, the way we think is crucial to having a place in society. What we think and how well we express those thoughts will determine where we fit and how well we live. Thoughts, ideas, processes, intangibles–all have value in a world of constant change where knowledge is an adjective, a noun, and an asset–in the form of intellectual property–on balance sheets.

In the largest sense, American society is breaking into two classes:

The first class are people who know how to think. These people realize that most problems are open to examination and creative solution. If a problem appears in the lives of these people, their intellectual training will quickly lead them to a solution or an alternative statement of the problem. These people are the source of the most important product in today’s economy ideas.

The second class, the vast majority of Americans, are people who cannot think for themselves. I call these people “idea consumers” — metaphorically speaking, they wander around in a gigantic open-air mall of facts and ideas. The content of their experience is provided by television, the Internet and other shallow data pools. These people believe collecting images and facts makes them educated and competent, and all their experiences reinforce this belief. The central, organizing principle of this class is that ideas come from somewhere else, from magical persons, geniuses, “them.”

. . . My purpose in this article is to undermine that belief.

–Paul Lutus, Creative Problem Solving

Most Schools Are Inside the Box

When I was in school, it was weird and unpopular to think outside of the box. But there I was. It’s not something I learned to do. It’s how I came into the world. Much like a left-handed kid learns to use right-handed scissors, I learned to figure out how everyone thinks. I learned to observe so that I could understand them. Knowing how other people think was a survival skill for me. For them, learning how I think was a gesture of friendship.

That was then.

In school it’s weird not to think like everyone else.
In society, outside-of-the-box thinking is a prized commodity. Innovative thinking is essential to any change-based leadership brand.

–ME “Liz” Strauss

My experience of school, both as a student and sadly as a teacher was not, in the most primary sense, geared toward developing new ideas. It was centered around teaching and learning what had already been done, without taking that next step to challenge the past with how it might have been done differently or better.

Thinking Outside of the Box Is Critical

The world economy has changed to one of service and ideas. Conversation is digital and content is king. The ability to work with ideas has become crucial to having a place in society. Thinking outside of the box is no longer a weird personality trait, but something to be admired and valued. It’s a key trait necessary to modern-day strategic planning and process modeling.

Intellectual property–content–is an asset that not only gets produced, but reproduced, reconfigured, and re-purposed for variety of media. Those who produce intellectual property are builders of wealth. An original idea that solves a problem or presents an opportunity is worth more now than it ever has been. Those who develop and mold original ideas are the new “killer app.”

10 Skills Critical to Your Future

These are ten skills critical to your repertoire. They have indelible impact as part of a resume, a personal brand, and as a skill set. They compound in value each minute in the marketplace. Though it can be done, these 10 skills are difficult to cultivate inside the proverbial box. Yet they are critical to your future, if you want to be an idea creator and not an idea consumer. These are

The 10 Most Critical Skills for the 21st Century

Future Skills
    1. Deep independent thinking and problem-solving — The ability to understand a problem or opportunity from the inside out, vertically, laterally, at the detail level, and the aerial view.
    1. Mental flexibility — The ability to tinker with ideas and viewpoints to stretch them, bend them, reconstruct them into solutions that fit and work perfectly in specific situations.
    1. Fluency with ideas — The ability to describe many versions of one answer and many solutions to one problem set and to explain the impact or outcome of each both orally and in writing in ways that others can understand.
    1. Proficiency with processes and process models — The ability to discuss a problem in obsessive detail and to define a process, linear or nonlinear, that will solve the problem effectively within a given group culture.
    1. Originality of contributions — The ability to offer a value-added difference that would not be there were another person in the same role.
    1. A habit of finding hidden assumptions and niches — The ability to see the parts of what is being considered, including the stated and unstated needs, desires, and wishes of all parties involved.
    1. A bias toward opportunity and action — The ability to estimate and verbalize the loss to be taken by standing still and missed opportunities that occur by choosing one avenue over another.
    1. Uses all available tools, including the five senses and intuitive perceptions, in data collection — The ability to weigh and value empirical data, sensory data, and one’s own and others’ perceptions appropriately.
    1. Energy, enthusiasm, and positivity about decision making — The ability to bring the appropriate mindset to the decision-making process in order to lead oneself or a team to a positive decision-making experience.
  1. Self-sustaining productivity — The ability to use the confidence gained from the first 9 skills to establish relationships with people at all levels–from the warehouse to the boardroom–knowing that ideas are not the pride and privy of only a gifted few.

Innovative, imaginative, inventive, mind-expanding, playful-wondering, what-if, how-come, dramatic-difference, find-the-wow, visionary, killer-app, I-want-one, no-more-stupid-stuff, nothing-in-moderation, bet-the-farm, incredibly-sexy, please-please-can-I, that’s-so-cool, couldn’t-knock-it-off-if-they-tried-to, able-to-see-better-than-the-best, no-more-move-here-today-move-it-back-tomorrow, stupid kind of thinking happens outside of the box.

The skills that you develop from outside of the box thinking stay with you for a lifetime and are transferable from one job to another. You don’t need them to write every shopping list, but they are there whenever there is a problem to solve or an opportunity to take advantage of.

It doesn’t take a genius to become a fluent, flexible, original, and creative source of ideas. It takes a person who can develop habits of thinking in new ways. What actually happens is that you find out how you really think, rather than how you were taught to.

You become uniquely you–BRAND YOU–the only one–priceless.

Who wouldn’t want to work with a person like that?

–ME “Liz” Strauss

PS We’re going to go down the list of all 10 in the Finding Ideas Outside of the Box series. Let me know if there’s one you’d like to do first.

Related articles
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Start in the Middle 3: Alligators and Anarchists
Building a Personal Brand–YOU
Leaders and Higher Ground

Start in the Middle 3: Alligators and Anarchists

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Problems and Opportunities

Starve the problems. Feed the opportunities.

—Peter F. Drucker, regarded as the founding father of the study of management

Finding Ideas Outside of the Box logo 2

Problems and opportunities are two sides of the same coin.
Your brand is the solution to the problem of how the world sees you and your business.

Alligators and Anarchists

Problems and opportunities can make anyone feel surrounded by alligators and anarchists. Too many obstacles isn’t that different from too many positive choices–both have to be tamed and sorted and decided upon based on their value and viability.

Problems and opportunities are places where the beginning is not the most prudent place to start if you want to make a difference and a decision happen quickly.

Start in the Middle

One way to make problems and opportunities more manageable is to divide and conquer–by starting in the middle. Whether it’s the deal of a lifetime you’re deciding on or you’re trying to unravel a poorly handled relationship, find a way to place the situation in front of you and take a long look at it.

  • Look for the core of the matter. Often there is one idea, event, or assumption upon which all parts hinge. If you can identify that, you know what you’re working with. In a problem solving situation, that’s what you want to fix. For a brand or an opportunity, the core idea is the goal you’re seeking. If you find you’re not seeing it, try tearing away everything you feel is unimportant or unnecessary.
  • If you can’t find the core, find a hot spot–a compelling detail, an assumption, or an idea to focus on. Make that your focus. Obsess on it. Describe that hot spot in painful detail–especially its impact on the problem, brand, or opportunity. How does changing that hot spot affect the possible outcomes? Repeat the process several times to get a feeling for your problem, your brand, or your opportunity from the inside out.
  • Then do the opposite–put the problem, your brand, or the opportunity in the middle and look at it from several viewpoints. Imagine you are a musician, a mathematician, a construction worker, a writer, an architect, a dancer, a psychiatrist, your customers, your parents, and your kids. How would each role see the matter differently? How does each new view that change the options of where you might take the possible outcomes?

At this point, STOP.

Give your mind time to rest. Any brain would need a chance to take in and sort all of the information you have just gathered. While it’s doing that, do something totally unrelated.

If you’re worried that you need to keep fixing the problem. molding your brand, or moving on the opportunity, take heart that you’re not losing time. You’re actually stopping yourself from wasting it. To ease that feeling, make an appointment with yourself to come back to the discussion–at least two hours later. Your brain will show up prepared for the meeting, You’ll get more done after this break. I promise.

When your thoughts have gelled, use the Content Development Tool to organize your ideas and the support for each one in a fashion that you can look at and share with confidence. Now all that is left to do is decide which option is the best for you–or to repeat the process if you want to take the idea a level deeper

Divide and conquer from the middle. That’s the reason my older brother–the middle child–always saw so many options and won so many arguments. Hmmm. Maybe he’s the one who taught me this problem-solving skill.

Please don’t tell him. He takes credit for more than half of what I am already.

–ME “Liz” Strauss

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Start in the Middle 1: Write a Three-Course Meal
Start in the Middle 2: Middle Idea Bank
Finding Ideas Outside the Box
Building a Personal Brand–YOU

Brand YOU–Capitalize on Your Strengths

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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 – €œour 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

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Business, Blogs, and Niche-Brand Marketing

Start in the Middle 1: Write a Three-Course Meal

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Tape Recordings in Our Heads

Let’s start at the very beginning, a very good place to start.
When you read you begin with ABC, When you sing you begin with do-re-me.

–the character, Maria, sung by Julie Andrews in
The Sound of Music by Rodgers and Hammerstein
Finding Ideas Outside of the Box logo 2

Put a sock in it, Julie.

Turn off all of the tape recordings in your head that tell you what you’re supposed to do. They just get in the way. Unique problems require unique solutions.

Beginnings Are Often Irrelevant

Starting at the beginning is a fine thing–if you’re telling a story, teaching a lesson, or giving a presentation. In those cases, feel free to sing right along with Julie Andrews. If that’s not what you’re doing, turn off the tape recorder in your head that says, “Start from the beginning.”

Some things don’t have a beginning or if they do, the beginning is irrelevant. Who cares about how the fire began if you need to get out of the building NOW? You can worry about how it started later. When you’re strategizing a business plan for the future, how your grandfather built the first widget is probably irrelevant, even if it is how the company began.

When you’re creating something new, problem solving, or envisioning what could be, information is nebulous and coming from many directions. The challenge is to order it and give form–not to find the beginning.

Write a Three-Course Meal

If you think of an article as a fine meal, the middle is the main course. That’s where the fine dining is. It’s the centerpiece. The entrée takes the longest time and the most care. The executive chef is the one who plans it and prepares it. Put your best effort there–where it counts.

Use the FIOTB–Content Development Tool to gather thoughts that will make the middle outstanding and delicious to read. Once you’ve got the entrée underway, you can decide on the appetizer and the dessert. Maybe the beginning will be a question that you’ll answer at the end or maybe it will be a story that you’ll reflect on, the middle–the entrée–of your three-course article will help you decide what form the beginning and the end should take.

Great Writing Strategy–Great Brand Promotion

There’s added value in presenting your information as a three-course article. Starting in the middle establishes an important foundation and allows you to concentrate on presenting the information that’s key to your story, your brand, and your business.

  • Course 1: Give readers a taste of your topic. This gives you a chance to capture their attention and focus their minds on your ideas. You can draw them in and prepare them for what you are about to say. By starting in the middle you already know what that is. So writing this part is much easier.
  • Course 2: Serve up your ideas with facts and details to support them. By starting in the middle, you can spend your time polishing the finer points and placing your brand in the best light for readers to discover its value on their own.
  • Course 3: Leave your audience satisfied with tidbits of why your ideas are important to them or give them reason to reflect back on what you said. Show that you fulfilled your promise. Let your audience savor the fact that your article was a service to them, and they’ll understand why coming back to see you is a good idea.

You’ve promoted your brand, your business, and your blog by writing an article from the inside out. Not bad for an hour’s work.

–ME “Liz” Strauss

I started in the middle with Writing 🙂
More Start in the Middle Ideas:
Branding and Problem Solving and a Start in the Middle Idea Bank are on their way.

If you have a situation, roadblock, or a problem you’d like to tackle with an Outside of the Box solution, please leave a note in the comments, or E-mail me at lizsun2@gmail.com. I’ll keep your confidence and reply as best I can. With your permission, I might tackle your problem in an upcoming article–other folks might be looking for a new approach to the same kind of difficulty.

Related articles:
Finding Ideas Outside the Box
FIOTB–Tool 1: Content Development Tool
Don’t Hunt IDEAS — Be an Idea Magnet
Building a Personal Brand–YOU