Build your Personal Brand
October 29, 2018
- Author: Jake Sigal Contributing Author
September/October 2018
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When new hires complete their first 30 days at Tome, we ask them two unusual questions. The first is, “If you were advising a friend interested in applying for a job at Tome, why would you tell them not to work here?” We follow up with, “Why should they still apply and accept the job?”
I try to identify any potential reasons my staff, vendors and clients would recommend not working with me. Like our 30-day review, I also ask why they should. This is a deeper dive than a typical “strengths and weakness” analysis. It’s another thing to think about what impact your own habits and principles have on your business brand.
I’ve learned a few things that have helped me build my personal brand through this process.
Never Conform
This is the principle I love the most, but it’s also the hardest thing to do. It’s easy to say yes to clients. It’s hard to say no when you need the purchase order. It’s even harder to say no when you know something’s right for the client but not a good fit for you. In my last i3 column, I addressed this process in relation to clients and deals. Conformity happens in a small business, both at a daily operational level and a quarterly strategic level. Letting stakeholders know you’ll fight and not conform – for yourself, as well as their interests – leads to winning opportunities. There’s a reason “Never Conform” is my number one principle, inscribed on the back of every one of my business cards.
Life is way too short to sell out.
Establish Core Habits as Guiding Stars
Good habits and routines can build and project confidence if the end results stay fresh. Habits that create dependability and consistency are the ones I value most. I made a commitment to a “zero inbox” more than a decade ago and I’ve stuck with it. I started monthly Ask Me Anything (AMA) sessions with my team and we’re still doing that, no matter how uncomfortable the questions get. I’ve also made a commitment to my staff. Supporting the individual pursuit of happiness for our team members often means stressing a healthy work-play balance. That’s a habit. I want them to stay happy, even if it means they want to work somewhere else later in life.
Limit Polarizing Positioning
As the CEO, I have the freedom to take a position that means something. My advice, however, is to keep your positions crystal clear and be open about why you’re choosing them. Whether they are social, economic or industry-related, go for it to help move us forward. I recommend limiting any positioning to one or two things at any given time.
Trying to be everything to everyone, or convoluting your individual branding, feels like conformity. Social and political hot topics are a guaranteed way to fire people up, but I stay away from political issues that aren’t related to business. However, I do take clear – and sometimes unpopular – positions on some of our strategies.
For example, I’ve made it clear publicly that cycling safety needs to be an industry standard and that anyone looking to block technology that can keep cyclists safe on the road is not looking out for their best interests. This caused many automotive suppliers to hesitate over our use of open source tech instead of pursuing profitable development ventures. They are wrong. We are right. That’s a polarizing position.
Just realize that when you take a position, history may prove you wrong. It’s important to own up to it when that happens.
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