This webinar will demonstrate how an Authentic Personal Brand can positively impact both your personal and business lives.
During this session we will:
-Compare and contrast the experiences of individuals who have successful personal brands, with those who have not yet made the choice to authenticate themselves;
-Examine, in detail, what’s on the table for those seeking authentic personal and business lives, through a personal brand;
-Sum up the opportunity cost for those who have not yet prioritized or actively begun shaping their Authentic Personal Brands.
In this webinar we will also:
-Debunk long time personal branding myths and misperceptions;
-Review the existing plethora of conflicting ‘expert’ rhetoric;
-Analyze illogical branding practices and speculative claims, to determine the reality;
-Give you a solid understanding of how an Authentic Personal Brand will benefit you.
Presenter: Rosemary Davies-Janes
In 1998 Rosemary founded MIBOSO®, a full service brand agency that delivers Authentic Personal Branding and Authentic Business Branding services to clients around the globe.
Blending her corporate and product branding expertise with experience gained serving thousands of personal branding clients, Rosemary has developed the most comprehensive, well-validated personal branding program in existence.
Her agency work and leadership of advertising departments for multi-national retail giants supported some of the world’s best known brands such as, Pepsi®, FedEx®, and Barbie®.
Today she divides her time between supporting individual Authentic Personal Branding clients and providing an external Authentic Brand resource to businesses.
We are pleased to invite you to view our latest webinar titled “Lead Like a Coach: Tapping into Unlimited Potential” during which Hylke Faber, an executive coach who works with participants of Columbia Business School Executive Education’s most extensive leadership program, the Columbia Senior Executive Program, discussed how we learn as leaders and how we can help others do the same. Viewers will learn specific coaching mindsets and tools they can apply in their organizations.
Presenter: Hylke Faber
With a diverse set of skills and worldly knowledge, Hylke inspires change and propels improvement in a unique way. Hylke started his career in strategy consulting, serving as Partner at Strategic Decisions Group (SDG) for six years. He led some of the firm’s largest accounts, spearheaded the development of new service offerings, and led people development. He also advised the C-suite of many pharmaceutical, biotech, and medtech companies on strategy, acquisitions and alliances, and decision processes. Hylke received an IMS Thought Leadership Award in recognition of his work in shifting pharmaceutical sales and marketing approaches. Before joining SDG, Hylke worked as a consultant at Towers Perrin, where worked on strategy and organization engagements for pharmaceuticals, financial services, and other industries.
Hylke’s passion is to bring out the best in people and the teams and organizations they work in, exploring what motivates them and where they have blind spots as well as developing their path to sustainable growth. In addition he enjoys teaching and coaching students at universities to help them start their careers consciously.
Whether you’re slogging through a job search, or you want to push the limits of possibility in your current position, a mentor can help. There is great value in speaking confidentially with more experienced professionals who are objective, relentlessly honest and have most likely “been there and done it.”
Ivy Exec has built a powerful, community-based network of volunteer mentors – seasoned executives with 15 to 20+ years experience from a broad range of industries. With their time tested perspective, mentors with the Ivy Exec Mentor Network can help you think through your next career steps, even if your path forward seems daunting.
“I like to work with well educated, talented people and help build them up. When a person seeks mentoring, they’re definitely ready to go because they’ve sought you out for help and guidance. It’s a win-win. You can’t force mentoring onto people. People need to seek it and be ready to make changes.”
John J. Blank PhD, Chief Equity Strategist, Zacks Investment Research, Inc. and Ivy Exec Mentor
“John Blank and I spoke extensively and it went extremely well! I know much better what to do and where I stand now, which is exactly what I wanted. Actually, I received a lot more than I hoped for. Thank you!”
Hannes G., Ivy Exec Protégé
Access to the mentor network is a privilege reserved for Ivy Exec’s premium All Access members. When you request mentorship you will be hand matched with a mentor of your choice. You can then meet with your mentor (or a series of different mentors over time) once a month. Our mentors would love to work with you.
This unique program is global in scope and promotes broad based networking — across national borders, industries and generations — between members of Ivy Exec’s exclusive professional community.
Ivy Exec – intelligence at work…
Several years ago, The Ken Blanchard Companies conducted a test on the effectiveness of regular one-on-one meetings between managers and their direct reports to improve perceptions of managerial effectiveness.
Managers met with their direct reports every two-weeks to discuss issues that the direct report wanted to discuss. At the end of six months, surveys were conducted to see if the more frequent meetings impacted perceptions.
They did, but the results were mixed.
The leaders in charge of the managers who were being studied noticed a positive change in the performance of the managers and the people who reported to them. From the senior leader’s perspective, more frequent conversations were having a positive impact on performance and morale.
The managers who were being observed had the opposite reaction. They scored themselves lower than they had before the experiment. The managers felt ill-prepared and somewhat ineffective in trying to solve many of the difficult issues that employee’s were facing.
The direct reports were the last group surveyed. Their reaction? Overwhelmingly positive. How could this be when the managers saw themselves as performing so poorly? Hand-written comments added by the employees provided a clue, “My manager might not have all the answers, but they listen and they try. I’ve never felt so well-supported.”
Getting started with One-on-Ones
So why don’t more managers conduct regular one-on-ones? The top three reasons cited most often are time, lack of perceived skills, and a lack of training. Don’t let that hold you back from spending more time with your direct reports. Here are three ways to get started.
Partner with your people to provide the direction and support they need to succeed. Working together to solve issues is a great way to build relationships and improve performance at the same time. Even if you feel that you are not very good at solving all of their issues, you’ll still be having a positive impact. Don’t wait. Begin today!
LeaderChat is a weekly blog about managing in today’s work environment and what leaders can do to create an engaged, motivated, and productive workforce that gets results. The purpose of LeaderChat is to provide a forum for readers to explore, consider, and comment on some of the pressing issues that leaders face, and to look at possible solutions from a workplace culture, performance management, and organizational development point of view. LeaderChat is moderated by David Witt, Program Director at The Ken Blanchard Companies. Based in San Diego, David is the managing editor of the company’s monthly newsletter, Ignite, and he also produces the company’s popular webinar series.
This blog post was contributed by Kathryn Sollman from her 9 Lives for Women Blog…
Yet another reason to have a “Vitamin C” deficiency—employers want to hire people who are currently employed. (In “9 Lives for Women” blog parlance that’s “C” for Confidence.)
I was reminded of this form of discrimination when I read Diane Irwin’s Resumes of NJ blog post, “Do Recruiters Discriminate Against the Unemployed?”. Apparently they do, but it’s about as frustrating as saying men only want to marry women (or vice versa) if they haven’t been in the dating scene too long.
Here’s the root of the discrimination, according to Diane, a Certifed Professional Resume Writer:
Job seekers tell me they have been told that being unemployed was a reason for being eliminated from the process. And within the last year, a job ad got a lot of press for specifying that “…the unemployed need not apply.” Ahhh!! In a good economy, there is an assumption that those who are out of work were not good performers. However, it is hard to understand why this bias remains true in a tough economy when so many top performers are out on the street as well. So, I recently chatted with several local recruiters to ask about this bias and what can job seekers do about it.
Now this is the part that you really have to pay attention to from Diane’s research:
…Recruiters responded employers have a preference for the employed. Some companies feel that those who are employed “made the cut,” so they must be more valuable than those who were downsized.
I know employers can be this myopic and narrow-minded but it’s up to you to remind employers that layoff lists include many more people than those who would be considered incompetent dead weight. There are many, many accomplished mid to senior level professionals who lose their jobs because they are a) perceived as too highly paid in a new cost-cutting environment, b) not part of the team a new CEO or other senior-level executive wants to bring in from the outside or c) the victim of a big change in company strategy that leaves fewer seats at the table.
Your job is to make it clear in a direct, positive and professional way why you lost your job. There’s no shame in losing your job because of major cost-cutting or new strategies/regimes. When you’re silent or cagey about your departure, employers will indeed assume that you were a B player.
Back to Diane’s blog post:
…According to Rachel Evans, Managing Partner, AgentHR Recruiting Group, employers are also legitimately concerned that someone who is unemployed is a “flight risk.” They worry that a desperate job seeker may accept a position if they have been unemployed for quite some time, and accept a job since it is a “paycheck” to them. That is, the job will help with their current financial difficulties, but the job or company are not really a good fit, and the job seeker will flee when a better position comes along.
I agree that this is a legitimate employer concern—but it speaks to the fact that you have to persevere and find your fit. As a former recruiter I know it is very hard to convince employers that you really, truly want a job that is two levels and many dollars down from your last one.
Rather than taking a job that really isn’t at your level, consider a few easy ways to earn money while you continue your job search. See if you can pick up a very part-time job at a friend’s small company or start-up or find project work through former colleagues. Don’t spend too much time going down this alternative path, though—you need to be squarely focused on your primary job search. And if you really have mastered the job search basics (which even senior-level job seekers too often forget—see my 80 basic tips!), you’ll have the strategies and confidence to overcome any employer discrimination blockade.
Kathryn Sollmann’s popular blog — 9 Lives for Women – builds on her interest in helping women navigate the many stages of work and life, and find reasonable and creative ways to “have it all.” On her own and under corporate umbrellas, she’s created a wide array of products and services that have helped top-tier professionals reach their business and personal career goals. She’s also a frequent speaker, seminar leader and inspirational voice for women in all work/life ages and stages.
Ivy Exec Mentor Spotlight: Gayle Rigione, Ivy Exec’s Chief Content Editor and Mentorship Program Manager, recently interviewed Charlie Garland, President and Founder, The Innovation Outlet. The Innovation Outlet is a boutique consulting firm that fields an all-star team of innovation experts, each of whom brings diverse professional and leadership experiences in different domains to client engagements. His entrepreneurial ventures have been mentioned in The Boston Globe, The New York Post, The Los Angeles Times, WCBS radio, WEEI radio, and dozens of blogs. He also authored “The Root Cause of Innovation” in 2012 — www.LinkedIn.com/in/innovationoutlet.
Since Ivy Exec launched The Ivy Exec Mentor Network in May of 2012, Charlie has actively mentored many protégés, helping them take a fresh look at their careers and goals from different perspectives, serving as a catalyst for out-of-the-box thinking. Your career….What if? Who else? Why not? These inquiry-driven insights come from Charlie’s latest project, www.TheInnovationCube.com.
Gayle Rigione: What attracted you to join the Ivy Exec Mentor Network?
Charlie Garland: …A sense of giving back. I’ve had the pleasure and benefit of mentors throughout my life, and “giving back” (or in this case, perhaps, “paying it forward”) has become one of my highest-priority values. I can also honestly say that any such relationship between a mentor and protégé almost always delivers reciprocal value. I always learn something new and interesting when working with each unique protégé.
Gayle Rigione: What is your mentoring philosophy?
Charlie Garland: I believe that all individuals have hidden, as well as explicit, value. This is related to my philosophy around innovation — that all resources have the potential to help create new value…you just sometimes need to know where and how to look at them, to better understand them. This is often the case with a protégé. Each individual has tremendous potential, but just hasn’t put all the pieces to the puzzle together in place yet. Having the benefit of an additional, fresh, outside perspective very often helps to identify and address assumptions or “blind spots” that are getting in the way. We are all susceptible to blind spots; thus, we can all benefit from having a mentor…even those of us who are mentors.
Gayle Rigione: What 3 words best describe your mentoring style?
Charlie Garland: Inquisitive. Reflective. Metaphoric. When I mentor — just like when I do executive coaching — I utilize a logical model that aids me in the process of inquiry, in discovery, of the protégé’s challenges and available resources. Reflection is vital here because it is at that point when new insights can emerge…this is where true learning takes place for both of us. And using metaphoric thinking, I try to have us identify prior solutions that match similar types of problems, and imagine ways of replicating them within the protégé’s context.
Gayle Rigione: What do you enjoy most about mentoring?
Charlie Garland: I see mentoring as merely a unique manifestation of the innovation process. You as the mentor are dealing with a “landscape” of opportunity, which includes a variety of players, resources, tools, assumptions, constraints, challenges, and so on. Navigating this landscape requires collaboration, much like a game or a sport — you and the protégé form a team, sharing ideas, learning from each other, and solving problems in real time. It’s exciting and engaging.
Gayle Rigione: What is most challenging about mentoring?
Charlie Garland: I think simply finding common time availability…in a world where everyone’s schedules are so constrained. But I most often do my mentoring sessions while driving (safely, on a hands-free device), so that affords me large blocks of uninterrupted time to talk, listen, and creatively problem-solve…at junctures where there’s not a lot else I would otherwise be doing.
Gayle Rigione: What do you consider when deciding whether or not to mentor a person?
Charlie Garland: I first think about whether or not I am the best person to add value to a given situation. There may be other mentors who’d be more appropriately experienced for a given protégé’s challenges and ecosystem.
Gayle Rigione: When you meet, what are your expectations of your protégés?
Charlie Garland: Really just that they will do their part to make my job as easy as possible. I like it best when protégés have a solid amount of information available, and can clearly trace the steps they’ve previously taken, as well as the assumptions they’ve made along the way. The more clearly and critically-thinking a protégé is, the easier they are to work with, and ultimately to help.
Gayle Rigione: Where do you find inspiration in your own career?
Charlie Garland: I find it by seeing hard work pay off…either for my own or for someone else’s benefit. I truly enjoy creating new value (i.e., innovating), and realize that doing so is not always easy; it often requires quite a bit of work, focus, sacrifice, and “expense” of resources that might otherwise be used for something else, or by someone else. But seeing both my own and others’ hard work yield positive results is fuel that keeps my fire burning.
Gayle Rigione: What impact has mentoring had on your career?
Charlie Garland: It has truly been a win-win scenario; I get back at least as much — and often much more — than I give. Mentoring is a learning experience, just as much as it is a teaching event. The process is wonderful practice for what I do in much of the rest of my work day/week, as well as a refreshing and interesting complement to it.
Gayle Rigione: What Ivy Exec career resources have you found valuable?
Charlie Garland: My favorite aspect of Ivy Exec has been its sheer volume of relevant information. Simply scanning down the list of categories that Ivy Exec as assembled for members reveals a treasure trove of accessible research on a compelling range of subjects.
The Ivy Exec Mentor Network is a powerful, community based mentoring program designed to provide career guidance to aspiring professionals who find themselves at a career crossroads. Mentors are Ivy Exec members with 15 to 20+ years of experience who volunteer their time and expertise to help other Ivy Exec members resolve serious career challenges. This unique program is global in scope and promotes broad based networking — across national borders, industries and generations — between members of Ivy Exec’s exclusive professional community. Ivy Exec – intelligence at work… Want to know more about Ivy Exec? Check out our CrunchBase profile or interact with us on Facebook.