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Personal Branding, Personal Branding Guidelines, Importance of Personal Branding, Personal Branding Tools, How to go about Personal Branding, Why Personal Branding Needed, Interesting Personal Branding Guidelines, Ready Recoker for Personal Branding, Expert Tips on Personal Branding, Personal Branding Gurus

Personal Branding, Personal Branding Guidelines, Importance of Personal Branding, Personal Branding Tools, How to go about Personal Branding, Why Personal Branding Needed, Interesting Personal Branding Guidelines, Ready Recoker for Personal Branding, Expert Tips on Personal Branding, Personal Branding Gurus

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Published by nicheemarketing
In this competitive world, to have great differentiators, personal branding is gaining good importance. I recommend you to visit the following link to get proper guidelines http://tinyurl.com/6owvudq
In this competitive world, to have great differentiators, personal branding is gaining good importance. I recommend you to visit the following link to get proper guidelines http://tinyurl.com/6owvudq

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Published by: nicheemarketing on Mar 08, 2012
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04/05/2015

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 ==== ====Click Here for More Informationhttp://tinyurl.com/6owvudq ==== ====IntroductionIt is no doubt that a good leader, who is at the same time a skilled and experienced communicator,is an asset for the organization. But what happens when the skilled communicator, consciously orotherwise, becomes a brand along with that of the organisation? In the ever-increasing list of things "brandable", one of the most talked about is personal branding- or the leader as a brand. Does it mean that leaders have now seriously worked up the courage toreally assert themselves - or is it just another hyped expression of the Big Brother economy whereit is only a question of being in the limelight? One thing is certain, that personal branding, like somany other new angles on management, opens up for both opportunities and pitfalls, and at thesame time leads to some special challenges in the many situations where individual brandbecomes linked with the company brand itself. What is a brand?Whether we talk about leaders, soft drinks or airline companies, there are some fundamentalpremises for the establishment of a brand. As a starting point, brands are a coherent set ofsymbols and attitudes that signal a particular identity and differ from others. Branding is based on:oThe creation of visual symbols that invite recognition and repetitionoExpressions of a promise of special content, quality & consistencyoIndication of affiliation to some of the stakeholdersoIndication of dissimilarity to other brands In spite of many shades in debate, branding involves the expectation of a uniform, coherent anddistinct experience. But when leaders become brands, they stand for something special, which isoften symbolised in specific qualities, talents or approaches. Some people argue that artists,intellectuals and gurus have always been brands in themselves, as their success depended ontheir ability to stage and deliver a distinctiveness, experienced by others as relevant andemotionally attractive. But now executives are hopping on that "brandwagon". When Jack Welch of GE became the ultimate, powerful management brand of the nineties, it wasbecause he created an entire mythology on his special style of management driven by hard hittingfacts such as "changing the game", "face reality and adapt " and "control your own destiny". Thereare many ways to create an executive brand, but common to them all is that they appeal to ourfeelings and create strong preferences - contrary to leaders who merge with the wallpaper and arerecognisable only by the generic qualities inherent in leadership. The duality of a leader: Personal brand and corporate brandUnlike other types of personal brand, leaders possess a particular duality, that is, they representnot only themselves but also others- the company and the employees they lead. To a leader,
 
personal branding is a question of creating meaningful interaction with the corporate brand. Inmany cases, it can also be argued that the leader as brand is rarely created on the merit of hispersonal qualities and talent, but rather grows out of the status, prestige and attention bestowedon the leader. Although the leader's role has been discussed for decades, branding adds a newdimension which enters actively into the leader's identity and ability to express it: Who is he? Whatdoes he stand for? How does he stage himself? Concurrently with growing interest in personal branding, there has been growing orientationtowards corporate branding where the entire business, including management, becomes thestarting point for the brand. This entails an added challenge to the personal branding of a leaderbecause he becomes a key symbol for the business as a brand and also, the credibility of thebusiness as a brand puts special expectations on the leader who in his personality and stylecontributes to supporting the core ideas of the business. When the interaction of personalbranding and corporate branding is a success, the leader becomes a strong and vibrant symbol ofthe company and not only a passive expression of corporate values. It is well documented that a corporate brand plays a key role to attract and retain relations withimportant stakeholders - from new employees to investors and cooperative partners. A strongexecutive brand which supports the corporate mission may create more impact, credibility andsubstance for the total corporate brand. The leader can, at the same time, be instrumental inchallenging and renewing the brand through his personality, which like so many strong institutions,risk being stuck in established expectations. Infosys and HLL are Indian examples of strongpersonal brands which have supported corporate identity and at the same time extended the limitsof the brand. The well planned succession process in both companies has shown how theexecutive brand is supported by a strong corporate brand, too. Conversely, there are certainsituations where personal branding becomes destructive and obstructs the leader's ability and willto orient themselves towards corporate needs. When the leader is occupied with nurturing anddeveloping his own personal brand, the needs of the business suffers and the leader loses hissense of need for the continued development of the corporate brand. The restlessness and lack of loyalty which have been identified in the criticism of "the Cult of theCEO" and "the global MBA culture", proves that exaggerated focus on personal branding is risky,where the interest for own market value and future employability overshadows the interest forvalue creation in the company. But at the same time the majority of employees expect their leaderto express what the enterprise rather than he himself stands for. Some employees are appalled byan exaggerated leadership cult, while others feel that it does not leave any room for their owndevelopment of the corporate brand. However, a great deal depends on the corporate situationand culture. Where many newly established enterprises and strong entrepreneurs survive only onaccount of the leader's personal brand, there are just as many well established enterprises wherea strong personal brand may be seen as an expression of abuse of power and exaggerated vanity. ConclusionAs emphasized by Wally Olins, branding creates fundamentally more options because strongbrands - people as well as companies - will feature prominently and choose a platform from wherethey act and relate to the world. This creates more diversity and inventiveness, because it is nolonger enough just to be a leader who adjusts to a specific type of company, but it is alsonecessary to find one's own personal and specific expression of leadership which is created in thechemistry between enterprise and personality. This contains exciting opportunities for our

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