This article summarizes in a way the main ideas and insights of Ulrich & Smallwood in their book: “Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value“. It’s one of the good books I read on Leadership and the role of leadership celebrities.Ulrich and Smallwood articulated the way to build a leadership brand by handling the following aspects and answering the following questions:

1. What results do you want to achieve in the next year?
2. What do you wish to be known for?
3. Define your identity
4. Construct your leadership brand statement, then test it.
5. Make your brand identity real

Quick snapshot is provided here, while you can read the full article at HBR here.

“You probably already have a personal leadership brand. But do you have the right one?

The question is not trivial. A leadership brand conveys your identity and distinctiveness as a leader. It communicates the value you offer. If you have the wrong leadership brand for the position you have, or the position you want, then your work is not having the impact it could. A strong personal leadership brand allows all that’s powerful and effective about your leadership to become known to your colleagues, enabling you to generate maximum value.

What’s more, choosing a leadership brand can help give you focus. When you clearly identify what you want to be known for, it is easier to let go of the tasks and projects that do not let you deliver on that brand. Instead, you can concentrate on the activities that do.

So how do you build a leadership brand? My co-author Dave Ulrich and I came up with these five steps.

1. What results do you want to achieve in the next year?

The first thing you should do is ask yourself, “In the next 12 months, what are the major results I want to deliver at work?” Take into account the interests of these four groups:

* Customers
* Investors
* Employees
* The organization

Dave and I once worked with a very talented and hardworking executive we’ll call Tricia. Her successful performance in several varied roles at her organization — she’d been an auditor, a process engineer and a customer-service manager — earned her a promotion into a general manager position, charging her with running one of the company’s largest businesses. To succeed at her first large-scale leadership position and meet the complex set of expectations she would encounter in it, she knew she needed to become more deliberate about the way she led others. In short, she knew she needed a new leadership brand, and asked us for help in forging it.”

Cheers!

Mouaz Aref Al-Zayyat

http://www.amazon.com/Leadership-Brand-Developing-Customer-Focused-Performance/dp/1422110303
Define Your Personal Leadership Brand in Five Steps

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