career – Dutra Associates

Your Network: A Future Focused View

August 23, 2021 By Sherry Dutra Leave a Comment

When you consider your network, you likely look at those people you already know and consider ways in which to nurture and grow these relationships. Frankly, doing so is an important part of building and maintaining a vital network. However, where you can go wrong is in limiting your approach to only those people you already know and neglecting to consider important connections, you may need to develop, that align with your career vision.

To take a more powerful view of your network, look out to where you’d like to be in your career in the next three to five years and work backwards from there.

Here are a few practical steps to guide you:

Give yourself time to consider your ideal career, three to five years from now.
If you achieve your vision, who will be the people you know and who know you? Be bold here. Consider the leaders in your field as well as in your community.
Now, working backwards, write the story of how you developed a relationship with these people. What projects did you work on? Which professional associations were you a part of? Who were the people that made pivotal introductions for you? What did you do to ramp up your professional development? What leadership roles did you take on?
In what ways do you want to show up differently to attract the people and opportunities that will make your story a reality?
What is the most impactful step you could take now to start expanding your network in a powerful way that aligns with your desired future?

Consider this a twist on the traditional view of networking. Rather than starting from where you are, step into the future, and work your way backwards.

This approach can feel a bit intimidating as it may call upon you to step up your game and reinvent how you show up.

Yet, if you want to reach your career aspirations, then you must be the type of professional that you’d like to attract into your network of relationships. The steps outlined above encourage you to assess how you show up now as a leader and how you need to show up to attract the professional network that will support you in reaching your dreams. And, in the process, you will have the opportunity to help others do the same.

Adapted with permission by Center for Executive Coaching.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Choosing Your Path to Career Fulfillment

August 2, 2021 By Sherry Dutra Leave a Comment

Award winning American poet, Mary Oliver, once wrote, “Tell me, what is it you plan to do with your one wild and precious life?” I love this line from her poem, “The Summer Day”, as it invites introspection and calls us to live our lives on purpose. If we apply this to our work lives, this can be a daunting question and one that leaves us overwhelmed with selecting the “right” career. As children, we begin to demonstrate areas of strength as we grow. Well-intentioned parents, teachers, friends and others may encourage us to become a nurse or teacher if we excel at helping others, an engineer or accountant if we have strong math skills, or an artist or musician if we display a creative streak. You can see the pattern and may have experienced it yourself. Yet, this linear path can sometimes lead us astray. Simply because we are good at something doesn’t necessarily mean that it will bring us the career fulfillment we desire. There is something deeper we must explore to be fully engaged in our work.

Employee Engagement Survey Data

The 2020 Gallup Study indicated that, while employee engagement has risen slightly, to 36% in the U.S., we still have 64% of the workforce in a state of disengagement. 51% of those studied are not engaged, which means that they don’t have much of a connection to the work that they are doing and are likely to do the bare minimum in their roles. 13% of those studied are actively disengaged which means that they resent their jobs and have a tendency to complain to those around them and impact the morale of co-workers. Do you find yourself among the 64% who are disengaged? While there are multiple factors that impact employee engagement, there is something that you can do to begin to shift the tide and help you get on track.

A Key Question

A key question to ask that will guide you toward your career fulfillment is “Why?”

What is the “why” behind everything you do – your purpose?

I truly believe that each of us has a purpose in life. Finding that purpose allows us to stay aligned, doing what we love while accomplishing things that are meaningful to us. Your level of happiness will always tell you when you are aligned with your purpose and when you’re not.

To help you get started, here is a resource that will help you to explore your passion and purpose. Click here to read Jack Canfield’s 10 Life Purpose Tips. As a Canfield Certified Trainer in the Success Principles, I have seen the positive impact on clients when they are able to tap into their purpose and express it in the world, both through their work and in their lives in general.

Next Steps

If you are feeling less than fulfilled by your work, I invite you to follow the 10 tips and take responsibility for creating a career that you love. You might find creative ways to express your purpose in your current role or you may find that your purpose exploration starts you down an entirely new path. Whatever your path forward, remember that it’s up to you to take the first step. No one cares more about your career than you. As Mary Oliver wrote, “You must not ever stop being whimsical. And you must not, ever, give anyone else the responsibility for your life.”

6 Keys to Managing Your Most Important Work Relationship

March 6, 2021 By Sherry Dutra Leave a Comment

While all work relationships are important, there is arguably one that is most important. That is the relationship with your manager and it’s often overlooked. Sometimes this is referred to as “managing up” which is primarily concerned with how effectively you work with and can influence your manager.

What makes this relationship especially important? Your manager ultimately determines the types of projects and assignments that are on your plate. Additionally, your manager has influence on your career path and can help connect you to resources within the organization to help you reach your team’s goals.

Here are six keys to help you strengthen this relationship:

Ensure you are clear regarding your manager’s expectations. The job description for your position may provide you with the formal performance requirements for your role, but your manager will likely have additional expectations. Have a discussion with your manager to ensure that you are aligned on the key measures of success, the priority initiatives to execute, and the principles and values that should be reflected in how you carry out your role.
Get to know your manager. What communication style does your manager prefer? What is important to them, both personally and professionally? In what way do they want to receive information and updates from their team members? What types of things are a natural source of frustration for your manager? If you are aware of the answers, you will be better positioned to help your manager be successful.
Look for the good. As humans, we have a natural tendency to be on the lookout for danger, which can cause us to focus on traits and attributes in managers that we don’t like. Even if your manager can be difficult to work with, focus on the things that your manager does well. Look for the opportunities to learn from your manager and acknowledge their contributions and support.
Consider how you can adapt to your manager’s behavioral style. For example, let’s say that your manager is someone who drives for results and you are more of a process-oriented person. It would be important for you to learn how to present your ideas and other communication in a quick, high-level summary format.
Make your manager look good. Doing something that reflects poorly on your manager is a quick route to damaging your relationship. What might you do to increase the level of trust, respect, and confidence that your manager has in you?
Discover ways to free up time and reduce the hassles your manager deals with. Doing so allows your manager to focus on what’s most important and supports their success. So, take the initiative, be solution oriented, provide possible ideas for resolving issues that you must escalate. Be a leader!

The only behavior you can control is your own. Don’t leave the full responsibility for the relationship in your manager’s hands. Some managers are amazing at creating relationships with their team members. Others, not so much. Regardless of the type of manager you report to, being proactive in building a strong relationship with your manager will not only help their success, but also yours.

For more ideas about how to improve relationships and alignment up, down, and across your organization, contact us at Sherry@DutraAssociates.com.

Adapted with permission by Center for Executive Coaching

Emotional Intelligence in Hiring – What You Need to Know

January 8, 2021 By Sherry Dutra Leave a Comment

The case for emotional intelligence is clear. Successful organizations all over the world are now incorporating EI into the development of their people and their leaders. There’s also a wide variety of research and articles on the importance of hiring FOR emotional intelligence. But in all those blogs and pieces of content, authors don’t talk about HOW to hire for EI.

When we understand our own emotions and the emotions of others – it’s a win-win situation. Our relationships grow, we become more resilient, and able to handle stress more effectively. Far too many employees lack basic self- awareness and social skills and too often, people aren’t aware of how their moods and emotions are impacting others in the workplace.

According to Harvard Business Review, “One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect.”

The World Economic Forum lists emotional intelligence as the 6th most important job skill required for success at work by 2020. WorkSafe Victoria have also observed that more mental injuries get caused in workplaces now than physical injuries; and levels of EI positively correlate with levels of resilience and negatively correlate with levels of occupational stress. In other words, people with high EI feel less stressed and are more resilient at work. Organizations that are focused on emotional intelligence in their talent management strategies are taking the right steps to ensuring healthy and happy workplaces and teams.

Measuring emotional intelligence should be added to talent management and hiring processes, not to replace other strategies but to strengthen an existing process.

Yes, you still need a comprehensive hiring plan, but what’s now clear to business leaders everywhere is that EI skills and behaviors are as important as your intellect, experience and background in determining success at work and in life.

The Genos Emotional Intelligence Selection Report

Emotional Intelligence: a set of skills that help us better perceive, understand and manage emotions in ourselves and in others.

Collectively, being more emotionally intelligent allows us to make more intelligent responses to, and use of, our emotions. These skills are just as important as intellect (IQ) in determining success at work and in life. Emotions influence, both productively and unproductively, our decisions, behavior and performance.

Published psychometric studies have shown that scores on the Genos Selection Assessment meaningfully correlate with a number of important workplace variables. The higher people score on the Genos assessment, the higher they tend to also score on measures of:

Workplace performance
Leadership effectiveness
Sales and customer service
Resilience
Team work effectiveness
Employee Engagement

Here’s how it works:

The Genos Emotional Intelligence Selection Report is the best measure of how often a candidate demonstrates emotional intelligence in the workplace. The report allows hiring managers to utilize EI measures as an additional means to avoiding bad hires.

The Genos Selection model comprises a set of seven emotionally intelligent competencies. These competencies represent skills and behaviors, based on underlying abilities and experiences, that are measurable and observable. The Genos model captures the workplace skills and behaviors that manifest from emotional intelligence abilities.

Users first experience a high-level overview of the candidate’s total EI score along with a deeper dive into each behavior and its results.
Interview questions and an interview evaluation guide then allows the hiring manager to dig deeper into the EI of the individual.
Wrap up the process by using the summary section to help combine assessment and interview results allowing you to present recommendations to a client or HR decision maker.

The information presented in this report should be combined and weighted with other sources of information to determine the candidate’s suitability or lack thereof for employment. Emotional intelligence is one of many factors related to success in the workplace. If you’d like to learn more about this innovative new emotional intelligence selection tool, please call Sherry Dutra at 603.595.1588 or email her at Sherry@DutraAssociates.

Game changing for hiring, life changing for your new hires.

Article in collaboration with Genos International Europe.

Developing These Six Behaviors Will Help You Become a Better Leader

December 2, 2020 By Sherry Dutra Leave a Comment

There is an abundance of research on the impact emotions have on an individuals’ performance in the workplace. It shows that people often perform their worst when they experience unproductive feelings, such as feeling frustrated, concerned, stressed, inadequate, and fearful.

Research also shows that people perform their best when they feel involved in purposeful work that develops who they are… and when they feel valued, cared for, consulted, respected, informed and understood.

So, how can developing your leadership help ensure your people feel and perform their best?

Leadership is fundamentally about facilitating performance, supporting others to do their best, and to do their work effectively and efficiently. One of the most robust, consistent findings in the area of social sciences is that there is a direct link between the way people feel and the way people perform. As such, leaders need to be skilled at identifying, understanding and influencing emotion within themselves and others in order to inspire performance.

Emotionally intelligent leadership is about leaders intelligently using emotions to facilitate high performance in themselves and others.

How, then, do leaders develop the skills to do this effectively? In the virtual Emotionally Intelligent Leader program, participants first engage in a personal Genos EI Leadership Assessment, in order to understand “how they are showing up at work.”

Participants will improve their understanding of emotions and emotional intelligence. They will also explore and practice tools and techniques for applying emotional intelligence in leadership and creating conditions for others to achieve high performance.

In the program, participants will:

explore the neuroscience of emotions and emotional intelligence,
examine tools and techniques for effectively asking for, and responding to, feedback,
explore techniques for developing self and other awareness,
examine how we can use reactive and proactive techniques to build our resilience and effectively manage strong emotions,
explore an approach for facilitating engagement discussions with staff members, and
explore techniques for applying EI in leadership and creating high performance in others.

The material for the program is based on the Genos Emotional Intelligence Leadership Model.

The Genos model of emotionally intelligent leadership has been developed from over a decade of research work examining how effective leaders use emotional intelligence abilities in their leadership of others.

The model comprises six emotionally intelligent workplace competencies. These competencies represent skills and behaviors based on underlying abilities and experiences that are measurable, observable, and critical to successful job performance.

The six Genos EI Competencies are:

Self-Awareness
Awareness of Others
Authenticity
Emotional Reasoning
Self-Management
Inspiring Performance

Self-awareness is about being aware of the behaviors you demonstrate, your strengths and limitations, and the impact you have on others. Leaders high in this skill are often said to be present rather than disconnected with who they are. Self-awareness is important in leadership because:

a leader’s behavior can positively or negatively impact the performance and engagement of colleagues
leaders need to know their strengths and limitations in order to continuously improve and maintain success
leaders’ interpretation of events at work is both made by, and limited by, their intelligence, personality, values and beliefs.
In order to objectively evaluate events, leaders must know how they interpret the world and how this helps and limits them.

Awareness of others is about noticing and acknowledging others, ensuring others feel valued, and adjusting your leadership style to best fit with others. Leaders high in this skill are often described as empathetic rather than insensitive to others and their feelings. Awareness of others is important in leadership because:

leadership is fundamentally about facilitating performance, and the way others feel is directly linked to the way they perform
awareness of others is necessary in order to take effective steps to influence and facilitate others’ performance
to bring out the best in people, leaders need to adjust their leadership style to best fit with the people and situation they are leading.

Authenticity is about openly and effectively expressing yourself, honoring commitments and encouraging this behavior in others. It involves appropriately expressing specific feelings at work, such as happiness and frustration, providing feedback to colleagues about the way you feel, and expressing emotions at the right time, to the right degree and to the right people. Leaders high in this skill are often described as genuine, whereas leaders low in this skill are often described as untrustworthy. Authenticity is important in leadership because:

it helps leaders create understanding, openness and feelings of trust in others
leaders who are guarded, avoid conflict, or are inappropriately blunt about the way they feel can create mistrust, artificial harmony and misunderstandings with those around them
leaders need their people to be open with them. If, as a leader, you do not role-model this behavior, your direct reports will be guarded with you.

Emotional reasoning is the skill of using emotional information (from yourself and others) and combining it with other facts and information when decision-making. Leaders high in this skill make expansive decisions, whereas leaders who are low in this skill often make more limited decisions based on facts and technical data only. Emotional reasoning is important in leadership because:

feelings and emotions contain important information, for example, if a colleague is demonstrating frustration or stress, these feelings provide insight that they are going to be less open and supportive of new ideas and information
the workplace is becoming more complex and fast-paced; this requires quick, solid decision-making where all the facts and technical data are not available (gut feel and intuition are important in these environments)
people are influenced by emotion; if you fail to consider how people are likely to feel and react to decisions made, you may not achieve the appropriate buy-in or support for your decisions.

Self-management is about managing your own mood and emotions, time and behavior, and continuously improving yourself. This emotionally intelligent leadership competency is particularly important. Leaders high in this skill are often described as resilient rather than temperamental in the workplace. The modern workplace is one of high work demands and stress, which can cause negative emotions and outcomes. Self-management is important in leadership because:

a leader’s mood can be very infectious and can, therefore, be a powerful force in the workplace; one that can be both productive and unproductive
this skill helps leaders be resilient and manage high work demands and stress
to achieve, maintain and enhance success, leaders need to pay conscious attention to the way they manage time, how they behave and to continuously improve how they lead others.

Inspiring performance is about facilitating high performance in others through problem solving, promoting, recognizing and supporting others’ work. An individual’s performance can be managed with key performance indicators. This is important, however, research has shown that this “compliance” style often fails to drive discretionary effort and high performance. Leaders who combine this with a more inspiring style often empower others to perform above and beyond what is expected of them. Inspiring performance is important in leadership because:

leadership is fundamentally about facilitating the performance of others,
managing performance with rules and key performance indicators usually produces an “expected” result rather than an “unexpected” high-performance result
people often learn and develop more with this type of leadership style, resulting in continuous enhancements to performance year on year.

Strong leadership has never been more important as we navigate the impact of COVID-19. If you’d like to learn how you can bring this virtual program to your organization to support your leaders in becoming more emotionally intelligent, contact me at 603.595.1588 or via email at Sherry@DutraAssociates.com.

Adapted with permission by Genos International EU

Career Reflection in Times of Crisis

July 7, 2020 By Sherry Dutra Leave a Comment

Since the pandemic began, I am finding that many professionals and business owners are stepping back and taking a hard look at their careers. The questions and concerns they are raising range from deeply questioning “Is this really what I want to be doing?” to a vague sense of “I’m feeling bored and restless.” Perhaps you have been having some of the same or similar thoughts.

Reevaluating one’s life during times of unprecedented change and upheaval is quite natural. When you get shaken to the core, any vague or significant discomfort you have been feeling in your career suddenly smacks you in the face. You recognize that life is short and you may choose to stop tolerating or settling for the current situation. During such pivotal moments that jar you out of your comfort zone into foreign territory, you are called to check in, reflect, take a pause, and explore what creates a sense of satisfaction and engagement for you. Being truly engaged in any aspect of your life is fundamentally based on how satisfied you feel. When you’re feeling satisfied, you’re happier, more fulfilled and more productive. What if you had the key to unlock the secret to your personal success? What might be possible for you?

Identifying and creating strategies to meet your core needs is the secret to your personal success. What are core needs? They are the types of energies that you need to have in your life. When your needs are met, engagement occurs. When core needs are not met, you become disengaged, drained, unhappy, perhaps even stuck. Unfortunately, you usually have no idea why you feel this way and, as a result, you are at a loss about what to do next.

Examples of core needs include accomplishment, creativity, teamwork, recognition, fun, contribution, and autonomy, to name just a few. In working with clients, I’ve found that the number of core needs that an individual might have can vary widely. Some have 8, others have 20. How few or many you have doesn’t matter. There is no perfect number. Rather, what is important is working through the process of identifying those that are the “must haves” for you, the ones that give you energy.

So how does someone identify their core needs? It’s not as simple as looking at a list and choosing what stands out. When there are many options, it can be hard to hone-in on the most important. Instead, we look to your actual behavior in practice as a better signal for identifying your core needs. To do this, we explore top experiences in your life and what made them so great for you. To facilitate this process, I use a tool called the Core Needs Navigator™ that gives you the resources and knowledge to allow you to feel fulfilled, productive, effective and satisfied in your work. You uncover your core needs and explore how they are working in your present work life and how they may best be attained moving forward.

The beauty of this process is that it allows you to step back and look more objectively at your needs. This broader view allows you to see more and gain greater insight into your core needs and what specifically is necessary for you to feel that need is being met. Armed with this information, you can develop strategies that will help you improve the match between what you really need and what you are getting.

Keep in mind, you may discover that all that’s necessary is a small shift. It may not mean a career change or a move to a new company. Once you are in touch with your needs, you realize, perhaps for the first time, what is truly creating dissatisfaction and now know what to ask for that can make a huge difference. In other circumstances, you may realize that, in fact, a bigger change is in order. Yet, with your core needs as the compass, you have clarity and a decision-making tool to guide your next career steps.

The Core Needs Navigator™ can be conducted virtually for individuals as well as for groups. If you’d like to learn more about how you can create a fulfilling career that meets your needs and identify the next steps to get there or help your employees become more engaged and satisfied, please contact me for a complimentary coaching consultation.

Networking – It’s Not a Dirty Word

February 28, 2020 By Sherry Dutra Leave a Comment

When you hear the word “networking”, what immediately comes to mind for you? Do you cringe and want to retreat into the safety of your home? Do you feel as though it’s about pitching your wares, trading business cards and manipulating people? If so, it’s no wonder that you resist doing it. Who wants to feel like they are using others and being viewed as insincere?

A Key Success Factor for Life
Often a key factor of my clients’ success strategy includes networking of some sort. Whether they are:

exploring a new career path,
seeking a new job,
looking to expand their leadership capabilities
starting or building a small business or
considering a transition to retirement,

connecting with and learning from others helps them to reach their goals. However, when networking is brought up, it is often met with resistance and a very undesirable view.

Points to Ponder
Yet, it doesn’t have to be that way. If you come from a perspective of networking that is based on building relationships and seeking opportunities to add value, you can change your entire experience of connecting with others. How might you feel differently about networking if you considered the following questions prior to your next networking opportunity?

What can I share and offer that is valuable to others?
What can I do to help someone else feel comfortable?
How can I contribute to another’s success?
How can I truly listen to what another is saying so I can identify ways to help them?
Who do I know who would be a great connection for this person?
How can I simply engage in a relaxing conversation with someone?
What am I curious about regarding this person?
How can I be my true self and make genuine connections with people?

Call to Action
What does networking mean to you now? Hopefully, you are beginning to see networking in a more positive light. One in which you build relationships based on true connection, integrity and mutual support. I invite you to create an opportunity to network with someone over the next week and focus on building a new relationship or deepen an existing one. Feel free to share how shifting your mindset around networking impacted your experience.

“Why Can’t We Get Things Done?”: Exploring the Link Between Execution and Individual Perceptions

January 28, 2020 By Sherry Dutra Leave a Comment

A common frustration that leaders and managers share is that their organization has difficulty with execution. While they may do well in accomplishing daily activities and tasks, they consistently struggle with effectively executing on time, within budget, and with high quality on the strategic issues that impact the long-term success of the organization. Over time, this can lead to losing market share, decreasing revenues, and even the demise of the organization itself.

There are many factors that impact an organization’s ability to execute. In this blog, we’ll focus on 4 perceptions that noticeably make a difference in a person’s ability to execute effectively.

4 Perceptions that Get in the Way

Relationships: Some individuals refrain from initiating and nurturing professional relationships. They don’t step back and take the time to think strategically about building a strong network within their organization. As a result, when they need to make a high priority request, they may not have the necessary political capital to get what they need.
Influence: Others are unsure of how to sell an idea within the organization. They may not recognize that different approaches are needed for different people or situations and continue to use the same approach every time. Consequently, they struggle to know how to get buy-in for their ideas from key stakeholders such as their boss, peers, team, and cross-functional colleagues.
Time: Ah, the illusive time. We all have the same 24 hours in the day yet we’re not all as effective as some at using them wisely. Some procrastinate. Some say “yes” to everything and need to set boundaries. Some fail to establish and stay focused on their top priorities. Some let email, text messages and chatty colleagues distract them.
Results: Finally, some leaders focus on the wrong results. Rather than keeping an eye toward the long-term success of the organization, they may focus on being right, looking good in front of others, or perhaps as the person with all the answers. While short-term success may be achieved, this view of results often has a negative impact on their career in the long-term, their team and/or their organization.

An added factor to keep in mind is that leaders can often have limiting beliefs that get in the way of their ability to execute and can often link to the perceptions outlined above. For example, a manager who has a belief that everything must be perfect will have issues with time management and difficulty building relationships because of their unrealistic expectations.

Call to Action

Do you find yourself having a difficult time getting things done? If so, do any of the perceptions outlined above sound like you? What step are you willing to take to begin to make noticeable improvements in your execution performance?

Adapted with permission by Center for Executive Coaching

Building Your Personal Brand – Part Three

September 10, 2019 By Sherry Dutra Leave a Comment

In this final segment on Personal Branding, we’ll cover steps 9 – 12 which are focused on messaging, image, consistency and visibility.

As a quick review, in Part One we looked at the importance of a personal brand and the initial steps to defining how you choose to be known in the world. In Part Two, we built on your initial foundation by exploring what makes you valuable, unique and impactful.

So, bring out the work you’ve done so far and let’s put on the finishing touches.

What is your compelling message?

There are several key messages that you’ll want to create. If you look to the work you’ve completed up to this point, you’ll find that you already have a head start on this.
- First, create a simple statement that quickly identifies who you are. The formula we used in step 5 serves this purpose, “I help X get Y.”
- Second, if you own your own business, it’s important to have a tagline that, in one clear phrase or sentence, defines who you are. One way to come up with this is to reflect on why you do what you do. What is it that gets you up every day? Michael Port, the author of several books including, Book Yourself Solid (https://www.bookyourselfsolid.com/), has become known as “the guy to call when you’re tired of thinking small.” This tagline clearly demonstrates his desire to “help people think bigger about who they are and what they offer the world.” What’s your tagline?
- A third component is to craft a brief story – no more than 30 seconds – that describes your greatest achievement. Start with a short description of the problem, then move on to the actions you took and finally speak to the results that were achieved. This demonstrates the value that you offer.
- Finally, it’s important to craft an overall marketing message that allows you to talk about what you do in an interesting and compelling way. Keep in mind that, if you completed steps 1 – 8, you already have most of the components for this. Michael Port offers a 5-part formula for creating this message.
  1. Summarize your target market in one sentence. Who do you help?
  2. Summarize the three biggest and most critical problems that your target market faces.
  3. List how you solve these problems.
  4. Demonstrate the #1 most relevant result you help others achieve.
  5. Reveal the deeper core benefits that they experience (e.g., financial, emotional, physical, spiritual.
    Put this all together to develop your message. For a firm that provides tax services, it might sound something like this: “I’m a tax advisor. I help small to mid-size business owners protect their wealth. You know how business owners are looking to maximize their profit while minimizing their tax liability but often complain about how complicated the tax code has become? What I do is get to know my client and their financial goals and work closely with them to create a strategy to achieve those goals in a cost-efficient way that, at the same time, helps them to sleep at night knowing their tax return is submitted correctly.”

10. What image aligns with your message?

- How do you actually embody the brand? Consider everything from how you personally present yourself to your logo and marketing collateral to the types of groups and associations that you will align yourself with. How well do these various components align with who you are and what you do?

Be consistent.

If you’ve ensured that you’ve created an authentic message throughout this process, then consistency should be easy. Be yourself, in alignment with your brand, wherever you go and with whomever you encounter. Be clear about how you want each person you interact with to experience you. What behaviors do you need to modify or adopt to create this consistency?

Be visible.

You might have the best brand in the world yet, if it’s also a best kept secret, it won’t have its intended result. Determine how you want to gain that visibility.
- Networking is a key strategy for building and expanding your connections.
- Social media is another important strategy to keep in mind. Pay attention to the platforms where the people you want to meet hang out. For example, LinkedIn is critical for anyone in the business community. A strong profile along with being an active member through posting, participating in LinkedIn groups, etc. is a must.
- Look for ways to participate. This could include a leadership or committee position in the community or with a professional association that allows you to meet those in decision-making roles.

Call to Action

So, as this series opened, I ask again. Who needs a personal brand? Essentially everyone who has a career. Whether you own a business, serve others as an independent consultant, or work inside a company, personal branding is a powerful tool to help you further your career goals. I encourage you to set aside some time and work your way through this personal branding process. It’s your opportunity to establish how you want to be known in the world.

Adapted with permission by Center for Executive Coaching.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business growth and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Building Your Personal Brand – Part Two

August 7, 2019 By Sherry Dutra Leave a Comment

In Part One of this three-part series, we reviewed the importance of a personal brand and the first four steps to crafting your own. In this month’s segment, we’ll build on what you have done so far and work on steps 5 – 8. The steps we are covering in this segment are focused on honing in on your unique value and gifts and how you choose to express those meaningfully in the world.

To recap, steps 1 – 4 asked you to start with assessing your current brand. Then, you identified your talents and core values. And, lastly, you created your mission statement which focused on the contribution you want to make to the world.

It’s time to flesh out your personal brand a bit further. Let’s get started.

Why are you valuable to others?

A good value statement can be as simple as, “I help X get Y.” Fill in X with a specific group of people that you serve. This could be a particular demographic (e.g. Baby Boomers), an industry (e.g. technology), a size of business, etc. Fill in Y with what you help your employer or your client to achieve. Being as specific as possible is important. The more that your employer or client can identify with who you serve and how you serve them, the more likely they are to be interested. Here are some examples:
- I help analytical leaders to become people leaders.
- I help small to mid-size companies improve employee engagement, decrease attrition and improve productivity.
- I help companies use marketing automation software to grow their businesses.
- I help solo entrepreneurs in service-based industries build a six-figure business in 18 months or less.

Identify what is unique about the value that you bring and what drives you.

If you have been in the working world for a while, bring to mind what stands out about you. If you are relatively new to the workforce and are still building your skills, what do you need to do to become unique? Some refer to this as the Unique Selling Proposition or USP. I prefer a term coined within the Transformational Presence community – Unique Soul Position. This refers to articulating how you are equipped to serve different people in your company, your business or your leadership that is in alignment with who you are at your core. What is unique about who you are and what inspires you to do what you do? To get in touch with that, consider the following questions:
- What have you been good at your whole life?
- What are the top three things that you get compliments on?
- What are three things that others find memorable about you?
- What do you simply love to talk about in regards to your personal life?
- What do you simply love to talk about in regards to your work life?
If you’re having a little trouble with this step in the process, it can be helpful to gather a group of supportive friends, who know you well, and ask for their input. Because our unique talents come so naturally to us, they often don’t stand out to us as being special. Others can help to illuminate them.

Your brand must have impact.

Without impact, no one will remember you. In this step, you want to consider what you’d like people to say about you after they’ve met or experienced working with you. What positive characteristics and attributes do you already demonstrate that you can leverage to make you more memorable? What characteristics and attributes might be important for you to develop in order to have greater impact? Keep in mind to maintain alignment between the impact that you want to make and your personal values and mission. Below are a few examples of impact to get you started.
- Compassionate / Collaborative / Energetic / Knowledgeable / Bold / Passionate / Meticulous / Risk-Taker / Innovative / Trustworthy / Assertive

Be prepared with proof to back up your promise.

There are many ways in which to quickly improve your credibility such as volunteering on the board for a relevant professional association or non-profit; serving in a leadership capacity where your ideal clients tend to gather; or speaking at a professional association. Examples of proof include:
- Case studies that document outcomes with previous clients
- Credentials and on-going development
- Testimonials or recommendations from past employers or clients
- Published books or articles
- Articles in which you’ve been interviewed and quoted

Call to Action

Set aside some time in the coming weeks to build on what you completed last month and take action on these next four steps. Please stay tuned for Part Three next month where I’ll discuss the final four steps in building your personal brand.

Adapted with permission by Center for Executive Coaching.