| Everything you do in life—from the way | | | | speak ill of him or her—to anyone. We |
| you dress to the car you buy, from the | | | | should make our bosses look good, and help |
| friends you see to the club you belong, from | | | | them build their own brands. |
| the notes you write to the way you | | | | |
| speak—either builds or diminishes your | | | | Seven: Dress for the job you want, not the |
| personal brand. Below are ten suggestions | | | | job you have. Balance your individual style |
| for building a stronger personal brand. | | | | with clothing that will appeal to those you |
| | | | are trying to impress. |
| One: Become an expert source. Deliver a | | | | |
| speech, write a bylined article, and become | | | | Eight: Become a class act. Learn good |
| an expert source for reporters. Make sure | | | | business and social etiquette. Buy elegant |
| you have a current photo, bio, resume, and | | | | personal stationery and send hand-written |
| speaker introduction. | | | | notes. Know how to order a good bottle of |
| | | | wine in a fine restaurant and drink it |
| Two: Become a great communicator. Research | | | | sparingly during dinner. (Remember, alcohol |
| shows communications skill is the top | | | | and branding seldom mix.) |
| determinant for upward social and | | | | |
| professional mobility. Join Toastmasters or | | | | Nine: Select "significant" significant |
| hire a communications coach to ensure that | | | | others. Who you date or who you marry |
| your written and verbal skills are at their | | | | affects your brand. John Hancock CEO David |
| best. | | | | F. D'Alessandro in his book Career Warfare: |
| | | | 10 Rules for Building a Successful Personal |
| Three: Draft a marketing plan for yourself | | | | Brand and Fighting to Keep It, suggests that |
| annually, and review it quarterly. Include | | | | single people not take their dates to company |
| specific goals, strategies, action steps, and | | | | events. If they do, they will be judged by |
| a timetable. | | | | the outcome of every romance. |
| | | | |
| Four: Develop an 'elevator speech." Within | | | | Ten: Give something back. Giving your time, |
| the time that it takes an elevator to travel | | | | talent, and money to charitable causes is a |
| one floor—about 60-seconds—be | | | | brand-builder especially when it complements |
| able to deliver a succinct description of | | | | your brand strategy. Find a cause you are |
| what you do, how you do it differently, and | | | | passionate about. When I was in public |
| the benefit it provides. | | | | relations, I wanted to be known for my |
| | | | creativity. By limiting my community |
| Five: Build your Rolodex. Make new business | | | | involvement to arts organizations I was able |
| contacts and stay in touch with them. Most | | | | to reinforce my personal brand. Not only |
| people with powerful brands have powerful | | | | did my involvement in the arts benefit my |
| friends. | | | | career, I enjoyed the work. I still do. |
| | | | |
| Six: Realize that your boss can be your most | | | | Your personal brand is one of your greatest |
| powerful ally—or enemy—in | | | | business assets. Nurture your brand and you |
| building your brand. Be loyal and never | | | | will nurture your career. |