A consultant's personal brand: critical or overrated?

The term "personal brand" is getting a lot of attention lately, and it's beginning to sound a little hackneyed. Nevertheless, It can be very empowering to condense and express your core attributes and desires. As an executive recruiter, I know how important it is to define peoples' capabilities quickly, in order to keep them in mind for future searches.

The most glaring and most common mistake that consultants make when looking for a job is to define themselves too broadly. Consultants develop the ability to function in diverse, challenging situations and act as an expert, even when they have not worked in a particular area for very long. Consultants must project an image of adaptability in the course of their everyday professional lives.

This approach has serious drawbacks when it comes to looking for a new position or in having discussions with executive recruiters. Hiring managers and recruiters respond quickly to what they can identify, define, understand and use. They are all trying to put you in a box. Wouldn’t you rather define it yourself, rather than let others take your presentation and draw their own conclusions?

You have been building your capabilities, and your brand, for your whole career. The question is, “How do you communicate it?”

What is more important, your firm’s unique value proposition, your company’s brand or your personal relationships?

Almost all consulting firms differentiate themselves by stating their specific value proposition. In competitive sales situations, can that value prop trump a rival’s existing relationships, or overcome a stronger brand name? I have heard numerous stories of how excellence triumphed over incumbency or trademark. However, I think relationships and brands more frequently push even outstanding messages aside, and generally win the day.

A value prop is nothing to ignore, since a weak message may put you at a serious disadvantage. A consultant with deep relationships or strong brand backing may still lose and RFP, if they cannot articulate a believable value prop. This is a fairly low hurdle to clear, though, with the right relationships and the right brand.

On the other hand, a compelling message and a clear demonstration of business value may open new doors. Marketing your differentiator in the right places will help build needed relationships, and may even lead to a strong brand presence. In addition, a unique proposition creates confidence, and makes conversations and presentations that much easier.

I conclude that a strong brand message is essential, even though it may come in third in importance behind relationships and brand. Ignoring this fact puts you further back as a challenger, and weakens your position as an incumbent.

Here is an article about creating a strong value prop that you may find helpful as you think about your evolving brand message:

http://www.equiteq.co.uk/equiteq/documents/Consulting_Sales_Growth_White_Paper.pdf

Using LinkedIn for a job search. My best advice so far……

At this stage in its development LinkedIn is a very powerful job search tool. I will write a more detailed article soon. For now, I’d like to share high-level observations, and welcome input from others about possible uses.

1. Make sure your profile is up to date, and searchable by recruiters. Recruiters search LinkedIn using keywords, so length is not important, but terminology is.

2. Link to many people in your area, but try to stick with people who you know. Have a policy like, “I must have spoken with them once,” or “I must have had three face-to-face meetings with them.” Inviting people you do not know is intrusive, and may be counterproductive

3. Surf for jobs. There are job listings, and suggestions to other similar jobs that you view.

4. Surf for people. Check out your second level contacts and ask for introductions. It may be worth getting a paid LinkedIn account so that you can send InMail and contact people directly.

5. Join the right groups. Look for the ones in your area. Look for alumni and industry groups. You may want to start out with a lot of applications, but prune them to a reasonable number once you get a feel for the good ones.

6. Contribute to groups, but do it smartly! People do not like spam, they like content. Contribute your thoughts, articles and questions to groups, so that you grab the attention of others like you. Build your brand and your network at the same time. It exposes you to others and may lead to opportunities.

7. Put in your contact information, or make yourself Openlinked (Those colorful circles you see next to some profiles indicate that you can contact them directly without InMail credits). Without an email address or a phone number, recruiters must exert extra effort to contact you. Make it easier on them, and indicate your interest in being contacted at the same time

I recently spoke with a senior level consultant, who secured three job offers in just over two months, so the opportunities are out there! Let me know what you find.

Would you hire a candidate with a video resume?

I have a friend, who helps his clients build online portfolio's, which include short video clips that they can send to potential employers. http://www.corporatewarriors.com/articles/careerbuilder/Portfolio.cfm

There are also websites devoted exclusively to the online resume: http://webzume.com/

I have spoken with some HR people, and generally they do not like the idea. They think that a video clip introduces too much bias, and potential exposure to law suits. They worry about EEO laws and the possibility that they may be accused of discrimination.

On the other hand, line managers seem to think this is a great idea. It gives them a third dimension that you just can't get with a resume. They argue that services like LinkedIn are making access to information much more available. This includes pictures of potential candidates, and maybe even personal information from sites like Facebook. Many believe that the value of receiving a video resume outweighs the concerns that HR may have.

I do not receive video resumes very often, but I seem to always watch the ones that I do get. Perhaps the novelty will wear off, but for now I think it is a clear differentiator. Even if I prefer a standard resume for reviewing a candidates background, I think it would be great to have that brief video, if I can get it.

How would you view a candidate that uses a video resume? Would you use one yourself?

How useful is Visual CV?

I just ran across a new service being offered by one of the major executive search firms. In case you have not heard, many of them are looking for way to diversify their offerings. Many of us think that retained search needs to adapt to some significant changes in our market.

In an case, the new service being offered is called Visual CV.

If you have signed up, please let me know. I am currently investigating this service and would welcome any input!

Job search tips you will not find anywhere else

The market is cluttered with job searching advice. Not all of it is useless, but most of it won't help very much.

Below is a link to the best advice that I have seen yet. It reveals some hard truths about looking for a job, and a does of reality about working with recruiters. But take heart, there is some very helpful information about executing an effective job search.

I have sent this link to a few friends on a very limited basis. It took me a while to get over making this information public, but here it is. My thanks to Harry Joiner:

97 Job Search Tips

On a related topic, think about this before you begin networking:

Robert DeNiro on Interviewing

Consulting Pulse

If you are interested in finding a useful consulting community to join, check out www.consultingpulse.com. They are highly professional, provide valuable recommendations and avoid spam.

You can register with them on LinkedIn, and get periodic updates from their webmaster.

Here is a short excerpt from an email I received from them recently. If you like it, sign up for their newsletter at http://www.consultingpulse.com/2008/01/consultant-newsletter.html and you will receive the three part series:


Street Smart Marketing...

______________________________

_____________________________________

The old formula is broken
___________________________________________________________________

My first *serious* company, aside from the cake stall in 4th grade
(which was a great earner I have to admit) was a maintenance services
company in Australia.

It was the 90's and I had discovered a company who was trying to
deliver software in my area over the Internet.

What a revolutionary concept, I remember thinking.

So I called them up. Did the deal, set up the company and away I went.

I knew NOTHING about marketing apart from what I had seen. Basically,
that meant the ads I saw all the time in newspapers, magazines and
on the radio and TV.

So, because I was *smarter* than everybody else; I invested a small
fortune in ads for trade magazines. Then waited for the inevitable
flood of phone calls.

It was an absolute disaster... no one called. At all. Not one person.

I had seen the product. It was great. The pricing was cheap, it worked
well. And from my own experience I knew that the *need* really
did exist.

So why weren't they pushing each other our of the way to do business
with me?

This is where I started to work out that the old way of doing
things... was broken.

It took me a bit longer, several press releases, and a couple of
thousand dollars later, but finally...I got it.

If you have to market your services and products, like we have to,
then interruption marketing is not the way to do it.

___________________________________________________________________

The new formula
___________________________________________________________________

People don't buy from people they like, they buy from people they
trust. (Zig Ziglar)

Have a think about it for a minute. Where did you hear about Google?
What about LinkedIn? Amazon? Seth Godin? Guy Kawasaki? Alan Weiss?

Etcetera...

Ever see them on a TV ad? Or in the newspaper? Or on the radio?

I never have. And these people and products are part of my every day
life now in one way or another.

Why? Because somebody told me about them. Somebody I trusted, and I
"bought" the idea enough to have a look, then when I did - I was
hooked!

Thats the new formula - don't try to be where your audience is and
demand their attention. Instead be what they are looking for and
gain their trust with extra-ordinary services or products.

This is why Google Adwords has changed the world of marketing.

They don't try to interrupt you while you are reading the newspaper,
watching the TV, driving down the highway, or listening to the radio.

Instead they put a couple of lines of text near something you were
looking for. And if you were looking for "ice cream varieties", then
you could see an add for "Ice Cream Cars" in the right hand column.

(I kid you not!)

Why? Because if you are looking for ice cream varieties, then you
could also have an interest in this. (I suddenly do actually)

But that's only half the deal. The easy part of the deal.

When they come - you have to be far from ordinary. You have to be
extraordinary!
_________________

Giving Notice

A number of years ago, I had an employee who became dissatisfied. I think he became frustrated with his compensation, but he also hadn’t accomplished what he needed to earn an additional bonus. Undoubtedly, he had other issues on his mind as well.

He finally decided that he needed to leave our firm, so he decided to interview with other companies. After securing a new position, he came to me to ask for a bonus one last time. He asked. I answered, no. He said, “In that case, I quit!” I felt burned, and lied to, and inadequate all at the same time.

Informing your boss that you will be leaving your company is rarely and easy or enjoyable. Most people face this situation several times over the course of their careers, and have the opportunity to keep or destroy relationships in the process. You may be able to ease anxiety around this process by keeping a few clear principles in mind as you resign your position.

There are four fundamental things to keep in mind when giving notice.

1. Be certain of your decision, and clear in your delivery of the news.
2. Select who should hear directly from you, and in what order.
3. Treat people the way you would want to be treated.
4. Prepare.


The first thing you need to do before giving notice is to be absolutely sure you want to leave the firm, and understand why you have made this decision. Everyone has their own tricks for making important decisions. I knew a person, who flipped a coin to decide between two options. He checked his reaction, and if he was happy with the coin flip, he followed it. If, on the other hand, he was disappointed, then his emotional reaction steered him against the flip.

Personally, I like to talk with my wife, an advisor, or even talk with myself about important choices. Vocalization is very important to me because I will hear whether the reasons for my decision are substantial or just rationalizations. Some people prefer the plus/minus column method. Whatever you choose, make sure you understand your reasoning, so that you will convey an unambiguous conclusion.

Clarity and decisiveness help people understand your state of mind, and help them begin to process their own reaction to your decision. Recognize the importance of the initial presentation, and handle its delivery care. I find it helpful to talk for a while after delivering bad news. This gives people a chance to process the news before offering a response. Start out in a clear, definitive way, “Unfortunately, I need to tell you that I have decided to leave the company...” Afterwards, you should plan to spend at least a couple of minutes talking without looking for any input from your boss. This will give him the time to absorb your news, and adjust his mind set to the conversation you are about to have. Once you see that the news has clicked in, you can begin to have a dialog.

You should try to make the conversation as short as possible, while remaining professional and respectful. Ask for a 30-minute window, but plan for a 10 to 15 minute dialog. This time frame allows time for the news to sink in, without forcing a hasty discussion about next steps. The additional 15 minutes gives your boss time to adjust to the news before his next piece of business for the day.

During the conversation with your boss, the topic of transition may arise. You should try to delay this discussion because you will both need time to process your emotional reactions. Take your time and let the situation unfold. Don’t try to force your way through it just to get past the bad feelings.

Bring a signed resignation letter with you to your meeting. You should keep this safely hidden away until the end of your conversation. Beginning the conversation by placing a letter on someone’s desk shows insecurity, and perhaps a lack of respect. Placing it there at the end signifies finality. A brief resignation letter brings the conversation to a close for you and for your boss. Also, you will feel much better typing it before your discussion, rather than afterwards.

Travel schedules may interfere with giving notice face to face. If this is the case, plan for a phone call. Avoid giving notice by email, and avoid sending your letter of resignation in electronic form. A written letter conveys substance, thought and finality, where emails may be taken more lightly, and may be shared more easily. You want to keep that document in as few hands as possible.

During discussions with you boss, one possible reaction is to try to keep you in the company. If you do not present your decision clearly, you leave room for the possibility of a counteroffer. You should consider the possibility of a counteroffer and what its impact could be upon you before giving notice. If you have any hesitation, then you are really in a salary negotiation, not a departure. You can find a separate article about the dangers of counteroffers below.

Once you have told your boss, try to relax and get away from the office. You need to let things settle and get ready for transition discussions and notifying your colleagues. If possible, the best time to give notice is on Friday. This will give you and your boss time to absorb the impact before re-engaging.

If possible, revisit the discussion with your boss before notifying colleagues and clients. This demonstrates respect for your supervisor and the business interests of the company. Once you feel comfortable with his reaction, you need to inform your co-workers.

Think about the order of whom you will tell, and whether you need to talk with them face-to-face or over the phone. You should try to move quickly through these conversations to exercise some measure of control over the flow of information. You may also want to ask for a short period of confidentiality with the first people you notify. This will give you time to begin to set up important relationships for the future. You may use email or voicemail to ask colleagues to speak with you, but never leave notice that way. If they are not important enough to tell personally, then let them find out through someone else.

Situations with co-workers vary so much that that it is difficult to offer specific advice about individual conversations. In general, you should take your time to consider who to talk with, try to have these conversations all on one day, and give the news in the way that you would want to receive it.

Giving notice comes down to preserving relationships. If you didn’t need any connections, you could just walk out of the building and never come back. Your actions in this situation reveal your character and your ability to create sustainable connections. The best guide is a very old piece of advice, treat others the way you would want to be treated. With a little preparation and sensitivity, you will find your own path.

Counteroffers

Counteroffers may be very seductive, but are potentially very dangerous.  Here are some thoughts:

 

1. When you receive a counteroffer, it generally comes out of a need to keep your position filled, and out of a fear of losing you.  It will feel flattering to know that you are needed, but don’t take it too personally.  Your contributions will be missed, but in time, any good organization can replace whatever skills they lose.

 

2. Once you have given notice, you have shifted the nature of your loyalty to the company. Even if you decide to accept a counter offer, you have expressed a desire to leave that won’t be soon forgotten. I have seen people make good careers with a company after accepting a counteroffer, but that is the exception, not the rule.

 

3. Accepting a counteroffer may provide a short-term fix for the organization, but it also causes disruption.  When your colleagues find out that your salary increase came from a leveraged negotiation, it can cause serious morale problems.  Others may try similar tactics to get a raise and the organizational results will cause damage.

 

4. Counteroffers generally do not address concerns about how an organization values your contribution.  If the company valued you, why did it take them this long to make it known?

 

A clean break is the way to go.

Take a look at a posting by David Maister, and my response: http://davidmaister.com/blog/578/Ending-the-relationship