A family visit to the cinema and then dinner this evening – a celebration for my son’s birthday.

It snowed last night, and despite all you that may have read about the UK’s inability to cope with cold weather, the streets  were well-gritted, as were the pavements in the town centre. During the wee small hours,  a few workers had been out in freezing conditions to make the trip possible and safe.

On the way back, we passed a couple of vans topped with flashing yellow lights. The pungent air was evidence of a burst drain, probably caused by melting snow and frozen pipes. Three men – with long metal rods and a vacuum hose big enough to walk through – were looking into a manhole, assessing the damage.

Once home, we wheeled our rubbish bins to the front gate, ready for the collection that will happen before dawn, clearing away the detritus of another week.

It’s not only in public services that this kind of thing happens; through the night, cleaners and security guards and maintenance people will ensure that offices and plants everywhere are readied for we ‘knowledge workers’ to hit our desks in the morning and do what we do throughout the day.

So here’s to the support  staff  who are usually the invisible – and often forgotten – links in the value chain. Without them, work would be much more difficult and life a whole lot more unpleasant.

Coachaiku: 17-syllable reflections, in a 5-7-5 form,  for personal and professional development.

The higher my Client went up the organization, the higher she raised her personal bar.

When shortfall happened – as shortfalls are wont to do – she gave everyone a hard time; her team, her peers, her bosses. All the people around her who failed to meet her rising expectations.

Of course, she was especially hard on herself, which further fueled her frustrations.

She became very vocal, which started to alienate those upon whom she depended to deliver results.

The breakthrough came when she saw that her demands of others were really projections of her own drive for unattainable perfection.

Standards are important; then again, so is balance.

 Coachaiku: 17-syllable reflections, in a 5-7-5 form,  for personal and professional development.

In August 1997,  Fast Company magazine ran a landmark article by Tom Peters. In his usual breath-of-fresh-air style, he encouraged readers to think not like a ‘worker’ or ‘manager’ or ‘employee’ – but as a microbusiness engaged in interesting projects. His big idea was that the continuing flow of customers for that business-of-one (You, Inc) would be dependent on its brand.

Peters extended that notion by stressing the importance of taking initiative, participating in interesting projects, life-long learning, networking through association, personal growth, added value through going the extra-mile and the delivery of results.

In short, he talked about how businesses function and grow – and the lessons that an individual could learn from that.

It was a rallying call for knowledge workers at the edge of an economic abyss to make themselves more employable in an increasingly fluid job market.

And it opened a Pandora’s box of flim-flammery and snake-oil promising the easy way to a ‘personal brand’. Most of which is twaddle.

THE COLOUR OF MONEY

I’ve just been reading an article in a recruitment magazine from the senior consultant of a personal branding consultancy. Aside from a series of platitudes about brands adding-value and how “popular iconic figures tackle the secrets of human nature” (including Martin Seligman and Robert E Thayer – yes, those popular iconic figures) her schtick is about dressing for success.

Successful people (quote) “adapt beauty and fashion trends, and manage their body language to enhance their physique. They also develop a unique positioning strategy to enhance their career prospects by harnessing the power of colour, clothes, body language and posture. In short, they develop a unique personal brand.”

To put it another way: “Haircut your way to promotion.” Or “Power handbags –  the secret to breaking the glass ceiling.”

Basing a personal brand strategy on what colour jacket you wear is like basing a nation’s economic policy on the colours in its flag.

(For the record, I accept that some people need advice of how to dress – including me, before anyone else leaps in with that suggestion. A well-cut suit can make all of us feel like a million dollars, but that is to branding as the front elevation is to a building; it creates a first impression, but it does not make an entire house.)

ARE YOU EXPERIENCED?

Branding is NOT about colour. Branding is NOT about look. Branding is about EXPERIENCE. In the same way that a product brand (the logo) is a visual mnemonic – a shorthand for a myriad of other factors – so a personal brand is another way of saying reputation, which is based upon events, not earrings.

A brand is a complex, multi-dimensional construct that exists nowhere other than in the minds of your customers. Consider the following, and what they mean to you:

- Innocent – iPhone - Amazon – Prius – Luis Vuitton – Caterpillar – Duracell – The Rolling Stones

See? I haven’t shown you a logo, a colour swatch, a brochure or even a product, and you already have an opinion. Values, associations, impressions, memories, understandings, data, stories; they may have been formed through direct consumer experience or come second-hand through the intermediation of the press, the internet or other third party recommendation.

Very little – if anything – is to do with look and feel.

The anglepoise lamp in the Pixar logo has some connotations of its own; if you saw the studio’s first-ever short, it brings a smile to mind. But the values of that business, and the ‘meaning’ of that brand aren’t on display here – but your experience of Buzz and Woody and Mike and Scully and Edna and Wall*E bring deep and rich feelings to the name.

AN INCONVENIENT TRUTH

Design has a place, but it is not a replacement for  content – which in the case of a personal brand, is the experience created by you delivering results. As Peters said in his original article:

Ask yourself: What do I do that adds remarkable, measurable, distinguished, distinctive value? Forget your job description. Ask yourself: What do I do that I am most proud of? Most of all, forget about the standard rungs of progression you’ve climbed in your career up to now. Burn that damnable “ladder” and ask yourself: What have I accomplished that I can unabashedly brag about?

There’s a deep truth expressed and implied in every word of this paragraph: that the building of brand is based on work. Old-fashioned, time-consuming, sweat-breaking work.

It can be augmented by customer/colleague recommendation. It can be promoted through comment and the sharing of insight. It can even be leveraged through association with other brands.

But it cannot be created by a new wardrobe.

CLOTHES MAKETH THE WO/MAN?

Peters made it clear that the development of your brand should be a conscious, planned, considered activity. And there is plenty of scope for advice and consultancy here – how you network with third parties and influencers, how you express your core proposition and values, how you attract new business opportunities. All of this needs work, care and attention. (I have sat with many senior people who have achieved extraordinary results in their careers, but who just can’t see the wood for the trees).

And, of course, the current minefield : using social media and the internet  to ‘spread the word’.

The reason is straightforward – the internet never forgets. Every comment you make, every photo you post will be out there, forever, waiting to be found. That can affect the perception of you in the same way that an indiscretion at the Christmas party can hang a big question mark over you for a long time to come.

None of this is a  simple process. Your brand (reputation) is a complex thing, influenced by many factors, including the people you work with, the projects you work on, the results you deliver, the company you keep and the recommendations you attract.

Changing your wardrobe might make you feel better, but as with all ‘outside-in’ activities, it’s a short-term fix. Your brand – your reputation – is a long-term project.

Think deeply. Act wisely. Manage it with care.

“Will you have a look at my CV?”

“What do you make of my resume?”

As soon as someone finds out that I’m a headhunter, it’s the first thing they ask. Must be similar for doctors: “Oh, you’re a doctor. Will you have a look at my back?”

This is the first in a series of postings about work, jobs, careers and being a “business of one”. Because, for all the importance of teams, workgroups, departments, functions and enterprises, when it comes to careers, you’re on your own. I hope these short articles will help you think clearly about yours.

So having agreed to look at hundreds of CVs, I see common themes and faults that run through the vast majority. And the most fundamental is failing the “So what?” test. I learned this in the ad business. It’s a great thought experimental to extract benefits from boring products.

“It’s a new type of washing powder.”

So what?

“It makes clothes smell of Spring.”

So what?

“You’ll smell fresher.”

So what.

“You’ll give off nicer signals to other people.”

(We’re getting there but) So what?

“You’ll be more attractive.”

Bingo! A reason for swapping brands. From product to feature to benefit.

I’m not suggesting that your life is as uni-dimensional as a washing powder. But you can learn a lot from this 5-step process.

Most CVs list activities. Some detail accountabilities. Very few spell out why either mattered to the employer.

Have a look at the responsibilities on your CV. And ask yourself “So what?” Try to identify the value you provided. Got an answer? Good – now ask “So what?” again, this time of your first answer.

“I was responsible for managing a team of six.”

So what?

“We looked after support for 100 customers.”

So what?

By now, your brow will be furrowing. “Well…that was my job!” The point here is that in living your life and being committed to your work, it’s really hard to be objective – to stand back and assess the contribution you made. Asking “So what?” 5 times forces you to dig deep and help you see the wood for the trees.

It won’t be easy: by the fourth time you ask, your forehead will start to bleed.

But if it were straightforward, it wouldn’t be worth doing. You are, in effect, trying to break a thinking pattern that’s been in place for a long,  long time. That’s hard.

At the end of the exercise you’ll have a long list of the value you’ve provided, and plenty of examples of the difference you made by being there.

And you’ll look at your career – and therefore your CV – with completely fresh eyes.