Personal Brands Build Agency Brands

The truth is that we all have a personal brand whether we like it or not. Simply by being ourselves in the work place, others perceive, think and feel a certain way about us. The question is whether we have created the personal brand we want.

This is especially important for agency principals and managers. If you lead others, the way they perceive, think and feel about you as a leader, in relation to other leaders, can make or break your short term and long-term success. These “others” might consist of your subordinates, colleagues, superiors or even entire divisions or corporations.

Your leadership personal brand impacts your image, reputation, relationships and business. As a result, it will also impact your overall career and finances. Unless you can consciously create your desired leadership personal brand, negative perceptions can undermine your best efforts.

There are many mistakes that leaders commonly make which can damage their personal brands. Here are the most potentially damaging:

• Not taking risks or accepting tough challenges. When you reach a leadership position in any organization, it can be much too easy to rest on your laurels. If you have a lot of experience, you might become inclined to stick with what you know has worked in the past rather than try something new. This keeps you in a static place. We all need challenges. As a leader, it’s your job to find them and lead your team through them.

• Not speaking up when you disagree. Even leaders have a difficult time speaking up to superiors. It’s natural to worry about the reactions of top management when you disagree with their decisions, but it also hurts your leadership personal brand to hold back and keep your opinions to yourself. If you’re diplomatic about it, your input will be appreciated—even if management’s decision stays the same.

• Worrying about being liked, not respected. A good leader is liked and respected. It’s a difficult balance, but it’s an important one. If you worry too much about being liked, you probably aren’t making enough tough decisions to lead others effectively. If, on the other hand, you worry too much about being respected and don’t care about being liked, chances are you won’t be able to garner the support you need from your team to succeed
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• Fearing feedback, both giving and receiving. A lot of leaders come to a place where they stop moving up the ladder either because they aren’t good at coaching others or they’ve stopped being coachable themselves. The best leaders are good at coaching their teams and also at accepting regular feedback, no matter how high up in the organization they are. Keeping an open mind and recognizing there is always room to improve is important, and giving your team feedback is the best way to make sure your people—and the company—are growing.

If you don’t believe in yourself or your people, how can they believe in themselves? If they are derided for past failures, they may become so afraid of making mistakes that they stop moving forward at all. So, begin to notice how you speak, and if talking negatively is a habit you’ve developed, start to break it. Figure out how to turn negatives into positives—it will make a world of difference. Leaders are in a position to inspire and motivate others, and one of the best ways to become a truly extraordinary leader is to create a successful personal leadership brand.

Brenda Bence (www.BrendaBence.com) is a branding expert and certified executive coach. She is also the author of “How YOU™ Are Like Shampoo,” a book for defining, communicating and taking control of your personal brand at work.


The Hartford – 200 Years Later


The Hartford is celebrating its 200th anniversary this year, and with that milestone comes a fresh face for its brand and a reflection on what it’s stood for during the past two centuries.

Connie Weaver, senior vice president of marketing and communications for The Hartford, says the company’s brand still revolves around its core values of trust, commitment and a connection to the community it serves. The Hartford’s branding changes in celebration of its 200-year mark are subtle yet symbolic—its signature stag logo now looks forward instead of backward, which Weaver says represents the company’s aspirations for the future.

“We went back to the original stag that turned its head forward,” she says. “It’s a symbolic message about a bridge to the future, embracing tomorrow and enabling people to live their lives.”

The company is also embracing the needs of tomorrow’s customers and agents by developing a more multimedia-friendly logo along with co-branded advertising resources. Agents can order a host of commemorative anniversary materials, such as calendars to distribute to customers, and The Hartford also plans to reinforce its ties to the community with volunteerism and outreach campaigns throughout 2010. Finally, the company is continuing its strong relationship with Trusted Choice^®.

“Our brand and Trusted Choice^® both stand for so many of the same things,” Weaver says. “They’re mutually beneficial in terms of positive reinforcement.”

—Veronica DeVore