1. business and industrial

How to Read Your Results
Each section begins with a framework or context that gives you overall information about each topic.
You can navigate through each section by clicking on the individual links below.
SECTION A: EVALUATING MY SPEAKING
SKILLS
SECTION B: PERSONAL BRANDING
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Evaluating My Brand
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Preparation of Your Message
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Services & Products
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Preparation for the Event
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The Competition
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Rehearsal
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Communicating My Brand
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The Event Itself - Delivery
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The "Thing" Exercise
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Advanced Speaking Skills
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Your Personal Brand Statement
SECTION A: EVALUATING MY SPEAKING SKILLS
Comments from Tom Kennedy
Preparation of Your Message
If your score is 9 - 20…
Your areas of improvement should be better (1) targeting of your audience, (2) defining your
messaging objective(s) and, when needed, dividing your information into clear and distinctive
themes.
If your score is 21 - 32…
Although effectively applying some of the essential skills needed, there is plenty of room for
improvement. Go to any question which you answered with less than 4 and apply that strategy to
your next presentation.
If your score is 33 - 45…
If there are any questions that you answered with less than a 4 consider this an area where you could
improve. Changing any 4 responses to a 5 will improve your skills.
The single most common mistake we see time and time again with our clients is the tendency to
overlook the importance of their audience as far as the message is concerned. Your message is first and
foremost about them - and rarely, if ever, about you. Even very seasoned speakers tend to give the
"I/me" talk. Ask yourself the What's In It for Them? question. - why should they care? You will
invariably have an answer for that question. And if you don't, why go back to the drawing board and
make sure that you can identify the inherent value you provide from your audience's point of view.
In an ideal situation, you would be able to survey your audience ahead of time, ascertain their
perceptions, beliefs, opinions, objections and questions regarding your upcoming speech or presentation.
Sometimes that can be done, but rarely. Usually you are depending on your own gut instinct, your innate
ability to do robust "due diligence" in order to learn about and understand those to whom you are
speaking. This can be challenging, depending on how well you know your listeners. No matter how well
you think you know your attendees, it is your responsibility to learn as much as you can right up to the
moment you begin to speak -and even, believe it or not, as you are speaking. Never take your eyes off
the prize. Make your key messages inherently important to those you are speaking to and you can't go
wrong.
With this audience clearly in mind, ask yourself: what do I want them to do? You want them to take
action of some kind, not merely absorb information, right?
The easiest way to begin to prepare your central message is to ask yourself this key question: what is it
that I want my audience to remember? Or, to put it another way, if someone missed the talk and asked
a person who had been there - what was it about? - what would you hope they would say? This, then,
becomes your opening and your closing.
Information Overload!
The second most common mistake we see is trying to cram-in too much information. If you cannot divide
your messages into no more than three main categories then you are:
a. Attempting to include too much information,
b. Are too close to the details to communicate the "big picture," or
c. Both.
Treat each of these themes as a presentation in and of itself. What would you want them to
know/remember if they missed just this one theme. There's your introduction/conclusion of the theme
and it is part of the overall introduction of the talk.
1. I thoroughly understood my audience ahead of time (i.e., their beliefs, perceptions, objections, and
potential questions about my topic).
This is the first and most important aspect of presentation preparation. With each individual presentation
be sure that you exactly who you will be speaking to. Ask the person coordinating your presentation for
help. He or she will be a wealth of information, able to answer most of your questions. It is up to you to
do your homework, your due diligence.
2. I knew exactly what I wanted to persuade my audience to do.
After a thorough understanding of your audience the next important question is the mission of the talk.
What is it that I want to persuade my audience to… (do what)? It's essential that you understand exactly
what you want them to do. In a business presentation, you are invariably asking them to change and/or
do business (note there is no such thing as an "informative" presentation in business, even in "training"
or an "informational" talk you are trying to get them to do/use/think differently. You are asking them to
change). In a motivational speech you are asking for a change in attitude if not in action(s). What is it
that you want them to do? In defining what you want them to do, be careful not to reach too far. What is
the next logical step, which can be accomplished by this talk/discussion/meeting, along the way to your
ultimate goal. For example, your goal may simply be another, possibly more senior level, meeting.
Usually what you want to persuade them to do is obvious, but sometimes not. For example it's
sometimes better for them to suggest the follow up meeting, to begin the project, etc. That decision is
up to you-but it is a decision you need to make.
3. My conclusion was strong. I reiterated what I wanted them to remember and why.
After you've considered your audience and what you want them to do, prepare the conclusion first.
If you had only thirty seconds what would you want them to remember? Why?
How did you answer the question, What's In It for Them?
This becomes your introduction! If you put this message into just one sentence that's usually a great
place to start. It tells them what to expect and sets the agenda for all that comes next.
While your first attempt at this is unlikely to be brief, it will get more focused as you keep working on it…
say it out loud as though you were speaking to your target audience. A version of this, usually in
different words and stated a bit differently, is also your conclusion.
4. My presentation could be divided into three main themes.
Make sure that the body of your talk, i.e. your core message, has no more than three main themes. One
is best, but when you have more complicated information to communicate divide the discussion into
smaller segments which your audience can understand and follow.
Typically…
Or…
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The project or initiative
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Where we've been
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Implementation plan
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Where we are
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Results/benefits
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Where we're going
If you have more than three themes, especially if you have six, seven…ten, you are too close, step back,
take a broader view, look at the larger picture of your message.
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5. My message was well focused.
Most studies prove that your audience will only remember and be able to follow one central
concept.
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6. I included stories and/or quotes in my presentation.
It goes without saying that these are the tools of all good speakers. Quotes are easy, leaders with
credibility, famous quotes on your subject, main themes or other content help your audience
understand and remember what you have to say.
Tip: Use a quotation site with search engine. One of the best is www.quotationspage.com. It
allows you to search or browse according to many different criteria. There are many others. Try using
one of your main themes and/or key words in your talk and often you'll find a quotation perfect for our
message. Also consider internal quotations. For example, "As our CEO/President/CXO/leader says,
'_______'". Can be a very powerful tool for you.
Storytelling is a skill everyone can and should develop. Remember that a good presentation story
often starts as too long, but usually becomes brief, focused and very effective. The essence of
most stories are: problem, solution and benefit. For instance: We had a customer who was very
unhappy/had a serious problem, our people/team/specific person worked wonders in solving the
problem and today they're our best customer.
Tip: One of the best articles on storytelling in business presentations is "Storytelling That Moves
People: A Conversation With Robert McKee" in the Harvard Business Review. There are many more
in all the best business school publications because it is such a powerful tool.
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7.
I included pictures/graphics in my presentation.
These are visual aids, text on slides, typically speaker notes, competes with you as the speaker. A
speaker reading their notes is the definition of "Death by PowerPoint." If you use slides, and most
great speakers do not, prepare your presentation first and only then consider what visual aids will
truly bring another dimension to your talk. If you use graphs and/or charts, keep them simple,
easy to understand and truly visual aids. Consider video, it's a very powerful tool. Simple,
succinct, text slides can be a visual aid if used well but your goal should be the ability to do a
great talk without text slides. Remember too that your handout can include (much) more text
than you used in your presentation. The slide deck is not "the presentation," you are!
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8. I had a good introduction, covering what I was going to talk about, how, and why. I gave my
audience a roadmap of what was to come.
A good introduction, usually five or ten percent of your talk and rarely with a slide other than your
logo or talk title, clearly states what you will discuss:
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the "why,"
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the "what's in it for them,"
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your approach to the subject (main themes) and
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is most effectively combined with some kind of "tool" (stories, quotes, visual aids like
pictures, video, chart, graph, etc.)
The introduction can be the most challenging to prepare so prepare it last (see conclusion).
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9. My conclusion clearly conveyed the next step(s) I wanted members of the audience to take.
Remember where you started, your conclusion and your introduction are virtually the same, you
may well use different words to say them, but not necessarily. Repetition is good, but you begin
your preparation with what you want this audience to remember. This is both your introduction
and your conclusion.
Now, what is it that you want them to do? Tomorrow, next week, what changes, commitments,
follow up items, are your goal(s)? Remember that even though this is incremental, identify the
process by which this will occur?
SECTION A: EVALUATING MY SPEAKING SKILLS
Preparation for the Event
If your score is 5 - 9…
You are missing opportunities to ensure your own success. These are essential preparation items
which, if improved, will immediately make you more successful.
If your score is 10 - 14…
Not bad, but you are not fully utilizing those areas in which you scored lower than 4 or 5. Consider
them and implement.
If your score is 15 - 20…
If there are any questions that you answered with less than a"" consider this an area where you could
improve. Being able to "up" any 4 responses to a 5 will improve your performance.
10. I knew the room arrangements ahead of time (e.g., podium, lighting, seating).
If possible, go look at and even rehearse part of your presentation in the venue where it will be
delivered. This may affect your decision in seating, lighting, microphone, placement of screen (preferably
at the side not the middle of the room), lectern/podium (avoide using one, if possible if you're
comfortable without it), temperature, etc. Anticipate everything possible. Do a "mental" walk-through.
11. I knew ahead of time exactly how long I had to speak and exactly what I would do if my time
allotment changed.
Never, ever, go over your time allotment, unless specifically asked to do so. This skill is about your
personal credibility and brand. Always be prepared to cut your talk short. If you have to do so, always
edit from the body of the talk, never the introduction or conclusion.
12. Before my presentation, I provided the person introducing me with a bullet point introduction about
me for their use.
The points covered by someone introducing you should be specifically prepared for each specific
audience. They build your credibility. This also avoids the standard (and almost always boring) recitation
of your bio.
13. I tested all equipment ahead of time.
Microphone, lights, slide changes, video, audio, everything, and have a backup plan if something goes
wrong.
SECTION A: EVALUATING MY SPEAKING SKILLS
Rehearsal
If your score is 3 -7…
If you have an important talk and/or if you are inexperienced at presenting, you must rehearse.
Rehearsal is actually giving the talk, in real time, as you will in front of this audience and timing your
talk. It is not looking over the slides and thinking about what you'll say "to" each of them. The
introduction is also the single most important practice item. If you know and are totally comfortable
with the first few minutes of the talk, this sets the tone for your success. Don't begin "accidentally."
Begin exactly as you've planned.
If your score is 8 - 11…
Look for the areas here where you can improve. There are obvious opportunities.
If your score is 12 - 15…
If there are any questions that you answered with less than a 4 see this as an area where you can
improve. Changing any 4 responses to a 5 will improve your skills.
14. I practiced my presentation (with visuals), especially the introduction and conclusion.
No more than you would give someone a draft of a written document, don't give them a draft of your
presentation. You also need to know exactly how long your talk will take, including how everything will fit
together. The general rule is that when you're presentation is not markedly improving with each runthrough, you're ready.
15. I delivered my talk ahead of time to an objective and trustworthy observer and listened, without
interrupting*, to what they thought were my weaknesses.
*If you interrupt, typically explaining why you did what you did, your observer will stop giving you
objective feedback.
It is essential that you receive objective input about your presentation strengths and weaknesses (we all
have both) and that this person 1) understands the techniques and tools of great speakers and 2) is
absolutely invested in your success. Beware that virtually all unsolicited input (and much that is solicited)
is absolutely irrelevant to you. The best evaluation information you can get is from this trustworthy
observer after asking for your weaknesses and actually listening to what they say. Great speakers are
constantly re-evaluating what they do (especially how it relates to different audiences) and periodically
use a mentor/coach to critique their skills.
16. I practiced answering anticipated questions from the audience.
You should be entirely comfortable and perceived to be confident in all Q&A, especially the potentially
hard or adversarial questions. Anticipate the questions that will be asked and, as best you can, practice
the challenging ones. Yes, because… or No, because… are good answers. Theyare clear and simple. When
in doubt go back to your main themes. Be careful of hypothetical questions; you usually are not
expected to guess. Note: if you are sure of adversarial audience issues, deal with them in your
presentation. This allows you to discuss them on your own terms and usually removes any adversarial
context question. Note: there is nothing wrong with saying that you don't know (this can be
especially challenging for technical people who may feel they have to know everything about their topic).
No one is expected to know everything and there's no better way to lose credibility than to try to make
up an answer.
SECTION A: EVALUATING MY SPEAKING SKILLS
The Event Itself - Delivery
If your score is 7 -14…
The questions in this section range from basic elements required for every good speaker to speaker
areas that begin to be somewhat advanced. Determine your short and longer term goals to do more
talks and practice your proficiency in these areas.
If your score is 15 - 23…
The lower scores are your most obvious opportunities for improvement. Delivery is a learned and
practiced skill. Do more talks and/or have specific goals for practicing and accomplishing each
element.
If your score is 24 - 35…
If there are any questions that you answered with less than a 4 consider this an area where you can
improve. Changing any 4 responses to a 5 will improve your skills.
17. The main themes of my presentation were easy for the audience to identify.
Be sure that your themes are clear (see introduction) and that your audience knows that you're moving
from one theme to another. If you asked someone in your audience to repeat the three main points that
you made the answer should be very close to your main theme and they should have a clear
understanding of why it was important to them.
18. I used the word, "you" often and minimized using the word, "I".
The word "you" is a wonderful word, use it often. The word "I", although unavoidable should be used as
little as possible. Make it and keep it personal. If you can make statements like "This is important to you
because…" you are effectively targeting your audience.
19. I was careful not to use any acronyms or jargon that might not be understood by the audience.
Virtually all of us use acronyms and jargon that our audience may not know or understand, but how
many in the audience will raise their hand and admit it? Often a lack of understanding can cause a main
point/theme to be missed and you never know it. Have an objective person, who knows this audience as
well as you, help you identify potential terminology problems.
20. I was comfortable handling questions.
See questions (above). Some presenters excel at this. Some advanced presenters may not even develop
a presentation/speech, rather they have the audience or an interviewer ask questions. Developing and
practicing this strength is one of the best skills available to you.
21. I did not use my slides as my notes to help me remember what to say.
Whether or not you use slides, they should never be your notes. This is the primary reason for most
bad presentations. There are many ways to use notes and none is not right or wrong, except for reading
your slides.
An advanced speaker tool: When the slide information has been discussed try pressing the "B" key
which (in PowerPoint) will cause the screen to go blank. This brings the audience attention back to the
speaker. Hit any key and the slide will reappear.
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22. I used body language well to enhance my message.
According to recent research, much of what is communicated is communicated by overall body
language and tonality…not the actual words
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23. My presentation ended with a concluding statement (as opposed to, "Are there any other
questions?").
There are two ways to avoid this. Consider doing Q&A before your conclusion. This may be a
dramatic change for you, but can be very effective. At least be prepared after the last question
with a brief conclusion. "Thank you, and remember…."
SECTION A: EVALUATING MY SPEAKING SKILLS
Advanced Speaking Skills
If your score is 17 - 34…
There are a wide range of questions and speaking elements in this section. If this is your score you
need to consider each of these questions and how you can dramatically improve your answers.
If your score is 35 - 51…
Most speakers will score in this rage but keep in mind you have averaged no more than a 3 response
to the questions. Consider first and critical, any questions you have answered with less than a 3.
These are your first and most important improvement areas.
If your score is 52 - 85…
If you are on the lower end of this result, you still have many improvement opportunities. This section
is also where experienceed speakers will gain the most from this assessment. Consider each element
carefully and objectively. How can you apply these elements in a way that is comfortable, confident
and credible for you? Consider applying some now and re-considering others later. Becoming and
remaining a great speaker is a lifetime achievement.
NOTE: If you answered the last two questions in this section (repeated below), accent and
cross-cultural, with a 1 or 2 because you felt that they didn't apply to you, you may add
points to your score to bring your response to 3 for each.
39. My accent (regional or international) does not interfere with my message or create a
distraction for my audience.
Your score for this question is [[Q39]]
40. I understand and adapt to regional and cross-cultural aspects of my audiences.
Your score for this question is [[Q40]]
24. I typically know the audio-visual setup and system (i.e., microphones, power, projection system,
etc.) ahead of time and how to use it.
This is essential preparation. If the system is not yours, you should try it out before your talk. You will
avoid potential problems and my even find opportunities to enhance your talk.
25. I used video to help me evaluate my presentation(s) at least once in the last year.
All good speakers take a good hard look at themselves regularly re-evaluating their strengths and
weaknesses. One way to do this is with a trusted observer/coach/mentor who will give you constructive,
honest advice.
26. I'm comfortable making my talks interactive with the audience and I can do this successfully.
This may range from asking questions (real or rhetorical) to creating discussion among audience
members. As the size of your audience grows the opportunity for real interactions diminishes. When
speaking to large audiences nods of agreement, response (laughter, show of hands, etc.) and applause
may become the interactive aspect.
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27. I know my presentation strengths and use them to my advantage.
Less practiced presenters almost always have substantial strengths they are not aware of and
consequently are not fully utilizing. Know your strengths, use them well. And build new strengths
with short and long term improvement goals.
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28. I know my presentation weaknesses and how to minimize them.
We all have weaknesses and can improve them with evaluation, practice and further speaking
experience. Some of these weaknesses you know and, hopefully, have developed a strategy to
minimize. (Note: if you are repeatedly dealing with the same weaknesses you need a new
strategy.) It is critically important for yuour continued progress to find objective input on what
your communications weaknesses are and how to improve them.
Note: Evaluation is something entrusted only to your observer/coach/mentor, not just anyone. Most
people around you, in your audience, filling out evaluation forms, etc., are not competent to evaluate
your presentation, may not give you good advice and are not focused on the type of input you need.
Randomly asking for this input in person or even in evaluation forms may also be perceived as a
weakness. Even worse, all too often and for various reasons people give wildly inappropriate and
untrue compliments.)
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29. I understand and use the vocal techniques of pacing, inflection, and pause in my talks.
Anyone who has ever acted understands that there is a wonderful range of vocal technique. Use it!
Find what best works for you. Reading aloud, especially something challenging like a newspaper or
a famous speech, will challenge you to improve your vocal technique. Record your voice and listen
for changes of pace, inflection (do you sound passionate, or even like you care?) and pause. These
are advanced techniques and to become even a good speaker they are essential for you to master.
Tongue twisters are also great vocal practice. They get and keep your articulatory organs working
properly.
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30. I have sure-fire techniques to control my nervousness during presentations.
Adrenaline is real and beneficial. It helps you think faster and be quicker on your feet. It also
tends to make you breathe shallowly and talk faster. Counteract these affects by taking a deep
breath, especially right before you begin, and starting slowly. Build into your opening deliberate
changes of pace (slowing especially) and use of the pause. To do this it's essential that you know
exactly what you will say as you begin. "Thank you" and/or "It's nice to be here," and other such
irrelevancies to your audience should not necessarily be your first words.
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31. I am confident about recovering from mistakes (e.g., misstatements, losing my place,
stumbling over words, etc.).
There is no such thing as a perfect talk. You will make mistakes. You see great speakers
making mistakes all the time, but you either can't tell (because you don't know what they were
going to say) or they covered, or recovered, well. Take the worst case scenario, you forget where
you are or what you were going to say. You simply go back to your notes, look at them, and say
"Let's talk about…" I meant to discuss…," or even, "Oh, I forgot…" If you stumble, just go on. It's
a misstatement, say something like, "What I meant to say…" Do not apologize!
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32. I make regular eye contact with my audience.
You have to have good to great eye contact to be effective, but that does not mean that you can't
have notes or even a script. (Note: your slides are not your notes and you cannot have good eye
contact while, "talking to the slides.") Develop a way that is comfortable for you to use notes and
retain eye contact. Scripted speeches take the most preparation. You not only have to "breathe
life" into written material (think of the difference between reading a play and playing a character)
but you also have to be familiar enough with your material that you can look at the audience at
least as much as the script. This is not easily done by most speakers.
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33. I make my introductions of others interesting and personal.
Rather than read aloud someone's bio, take a couple or a few bullet points from it and use that to
introduce the person. The points you chose should build the speaker's credibility to this audience.
If you know or can find something personal about the speaker (talk to people who know them
about hobbies, family, etc.) it's a nice touch to include this. Do not praise their speaking ability.
Advanced speakers use "tools" here too. "Let me tell you a story about…" is a fine introduction.
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34. I know how to handle challenging questions.
This is basic but often overlooked. Proper audience research will cause you to fully understand
your audience's perspective, therefore you can anticipate their most likely questions. Note: If
you're sure of a substantial objection, belief, or issue within your audience, consider discussing
this in your talk and therefore on your own terms and not as an adversarial question. Now
consider and practice actually answering those hard and/or adversarial questions that might be
raised. Your observer/coach/mentor is invaluable with this. In perfect preparation (about as
possible as a perfect speech) you will have anticipated all the tough questions and be prepared
with an answer.
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35. I have achieved a level of consistency in my presentations that I am happy with.
You have to do enough presentations to establish a level of comfort (credibility, confidence,
authority, etc.) it is a learned skill.
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36. I often feel I am in a "zone" when speaking (i.e., that things are going very well.)
Again, practice matters. Speaking is a learned skill. If you're considering and applying strategies
to your strengths and weaknesses and giving regular talks, you will establish your own "zone". It
then becomes your usual level of presentation expertise. If not, you're not doing enough talks.
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37. I am equally comfortable and confident when not using a lectern, which most people call a
podium.
(You stand behind a lectern and on a podium.)
A lectern is a physical and psychological barrier between you and the audience. There are
exceptions (a commencement address for example) when it's fine to use a lectern, but successful
speakers usually get out from behind the lectern and use the stage/room. Your goal should be to
give any talk without a lectern. A high (stool height) table for a glass of water and your notes is a
good alternative.
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38. I use the presentation space (stage) well.
[See lectern, above and note that what most people call a podium is actually a lectern. A podium
is something you stand on; a lectern something you stand behind.]
Generally, whether you're in a conference room or a large venue, it's good to use the entire
presentation area. Don't be afraid to walk around! Begin in the middle, move to the right or left,
back to the middle, then to the opposite direction of your first move, always coming back to the
middle. Spend some time facing and looking at the audience in all directions without pacing. When
you move to another area, plant yourself with your feet under your hips (not fight or flight stance
or leaning on one leg).
Note: The above assumes that the screen (if there is one) is on the right side of the room, or both
sides for a very large venue, with the speaker in the middle. Most rooms are not set correctly (see
Section 2) and many even have a screen built in to the center of the room. The screen should never
be in the center — the speaker should. Most people know little about presentation set up so you can
either be involved in setting the room correctly, or deal with it. When the screen is in the center of the
room it is almost impossible not to be in the sight line of some audience members.
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39. My accent (regional or international) does not interfere with my message or create a
distraction for my audience.
Regional and international accents, body language, pacing, etc. do matter. How much they matter
depends on if you're a good presenter and know how to establish rapport with the audience, or if
the audience cannot understand you and/or is so taken by your accent, pacing, demeanor, etc.
that it detracts from you message. In the extreme (and this happens), the audience can't get past
the distractions and misses the message entirely, and the speaker never knows why. There are
fine strategies that good speakers use to overcome these concerns. Develop your own strategies
for regional, international and cross-cultural (see below) talks. Remember those strategies will
always be based on this audience, this talk and what's in it for them.
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40. I understand and adapt to regional and cross-cultural aspects of my audiences.
Regional and international cultural and communications protocols are essential considerations.
When you travel or international travelers come to you, honor them by adapting to their ways.
This might be as simple as using a few words in another language, or as complicated as changing
the entire way you deliver a talk in the Pacific Rim for example. This, too, involves doing audience
research and realizing that there is no such thing as having too much information about your
audience.
SECTION B: PERSONAL BRANDING
Comments from Lyn Chamberlin
Personal Branding is not about building an image for the outside world; it is about understanding what is
truly unique about your organizational strengths, skills, values and passions - and using that new
understanding to immediately differentiate yourself and guide your personal and professional
marketing efforts.
These days, being good is not enough. Competitive advantage depends upon how well you tell your story
and who you tell it to. But first, you need to know who you are, what you stand for and represent, and
how you will convey those attributes to the people most likely to need them.
That's what branding is all about - whether you sell soda or professional services. How will you stand
out? Why should people buy what you're selling over someone else's similar product? Those questions
cannot be left to chance. You must answer them first and then take your story to the market place.
Successful personal branding means taking a 50,000 foot view of yourself and your business, looking
down on yourself from a remote enough planet where your 'buts' and 'not reallys' and every other
self-qualifier you can come up with cease to exist. Learn how to look at what's left of the former you
as just another product on a very crowded shelf, where every other can of soup is jockeying for
position and trying to knock you off in the process.
--Lyn Chamberlin, "Brand Phobia"
Evaluating My Brand
It is critically important that you know exactly what business it is that you are in. Believe it or not, most
people don't know. They might answer this question by saying, "I sell health insurance." But this doesn't
tell your customer what he or she needs to know. How much more effective would it be if you said, "I sell
peace of mind?" After all, isn't that what we buy when we buy health insurance? Think about it. What
business are you really in? It may seem like a no-brainer, but it is important that you know exactly what
industry your products and services are a part of. Become more than an expert on your business – know
how it furthers, expands, is in line with, or unique within the industry that you represent.
A critical part of having a recognizable brand is being perceived as an expert in your industry. People
want to hire experts, not just for their knowledge but for the prestige that goes along with hiring a
"name." Even if you haven't achieved "name" status, work hard to know everything there is to know
about the issues and trends that are affecting your buyers.
The question about knowing what products and services you offer harkens back to Tom's section where
he talks about the "WHAT'S IN IT FOR ME" question that you, as a service provider, job applicant or
sales person must answer. It's not enough to be a nice person – you must have tangible services or a
product you provide that you are pretty darn sure people need. For instance, it's not enough to say "I'm
a lawyer." Tell me what specific kind of law you practice (real estate, divorce, litigation, etc.) and to
whom that might be useful.
Never let your products and services list get dusty. Look at them on a regular basis. Weed out
what's not being "bought." Add to what's already there.
Stop! There is nothing more important than to be able to articulate what you do and why you do it well.
If it takes too long to explain, more than a sentence or two, you need to go back to the drawing board
and determine where you're going off-track. Can you describe it in one sentence? How about one word?
(Think: FedEx/overnight, Volvo/safety, or Xerox - so ubiquitous that the company name has become a
verb.) What one word describes you or your business?
41. I never hesitate when telling people exactly what business I'm in.
42.
My business falls within the category of a recognized industry
(i.e. health care, manufacturing, professional services)
43.
I can identify the major trends
(consolidation, expansion, confusion, etc.) in my industry.
44.
I got into this business by accident.
45.
I provide specific services and/or products.
46.
I know exactly how to describe what I do.
47.
I have ONE word which describes my business.
If your score is 7 - 25…
Most people give little thought to these questions and assume knowledge on the part of the listener
that is simply not there. You lose an important marketing opportunity by not being able to say with
confidence precisely where you and your business fit in the food chain. The narrower your definition
the better.
Can you break it down as follows, using health insurance sales as an example?
Industry: Insurance
Product: health insurance
Business: selling peace of mind (that's really what any insurance is about, right?).
If your score is 26 - 35…
Even if you think you nailed these questions, can you break it down as follows?
Industry: Insurance
Product: health insurance
Business: selling peace of mind (that's really what any insurance is about, right?).
I promise you, people will remember "peace of mind." Chances are, none of your competitors will
have such a distinctive, customer-centric answer.
If you scored at the top of the range, do not rest on your laurels. This is where most people get
into trouble. Great brands are organic, If we are lucky, they will withstand the test of time. But not
without effort on your part. No matter how successful you are at branding yourself, you must look in
a constant mirror, gauge your customer's reactions and make sure that what you are saying hasn't
grown stale or outdated. Make sure that your language -both spoken and written - is fresh. Nothing is
worse than the same outdated, dusty language. Plan to "clean house" at least once per quarter.
Services & Products
The Market
Even if you think you know who you're talking to, I promise you, you don't. Few people do the kind of
due diligence necessary ahead of time, before you're sitting across the desk from her or him. Most
people assume that these meetings will be about them - and that's a big mistake. Sure, the potential
buyer or interviewer is getting a sense of who you are but the real question is: how can you solve my
problem? You are there because something needs to be done/isn't getting done, etc. Your job is to figure
out what that something is and to shape your skill set and expertise around that particular issue. "Here's
how what I have done/know how to do can address the issue we've been discussing…"
You can never know enough here. Who is responsible for the actual sign-off on your contract? Who do
they have to sell you to for final approval and do they have all the ammunition necessary to do that?
These questions get to the heart of understanding your competition. Not just knowing what they do, but
KNOWING what they do and how what you do is different. This where the earlier questions about
expertise come into play-you can draw on your expert status here. You can also make good use of your
newly articulated products and services descriptions 48.
I know who my buyer is, i.e. who it is that needs/wants to hire someone/a company
with my expertise.
49.
I know who the key decision makers/ key buyers are that I am selling to.
50.
I know why they would choose my particular expertise over others.
51.
I know what keeps my key decision makers "up at night"
and can identify the problems or issues I may be the "answer" to.
52.
What is your buyer's biggest worry and how are YOU the answer?
How will you provide the peace of mind he/she seeks?
If your score is 5 - 15…
If you are successful at branding yourself, you will know more about your customers and potential
customers than you ever thought possible. You cannot do too much due diligence when you are trying
to make a sale. You must know how you are the answer to their problems or challenges before you
can make the case for hiring you. You also have to know how you measure up vis a vis the
competition. Having precise answers to these questions will impress your prospects every time and
put you miles ahead of other firms or competitors.
If your score is 16 - 25…
Great! Good for you. If you are successful at branding yourself, you will know more about your
customers and potential customers than you ever thought possible. You cannot do too much due
diligence when you are trying to make a sale. You must know how you are the answer to their
problems or challenges before you can make the case for hiring you. You also have to know how you
measure up vis a vis the competition. Having precise answers to these questions will impress your
prospects every time and put you miles ahead of other firms or competitors.
Go over each of these questions again. Have you made the paradigm shift necessary-looking at
everything from your customer's standpoint? Have you asked yourself the "what's in it for them"
question? Do you have an air-tight answer?
If you achieved a high score here, then you know how critically important it is to "change things up,"
to become your client's "trusted advisor," and to always have the information he/she needs at your
fingertips. And if you don't know, you say so. Nothing ruins a good brand as quickly as insincerity.
The Competition
53.
I know which of my competitors have the greatest visibility with my target audience.
54.
Of the competition that poses the greatest threat, I can identify what makes them different.
55.
My customers/clients immediately recognize how I differ from my competitors.
If your score is 3 - 7…
Put simply, being good is not enough. No one is going to pluck you out of obscurity just because you
do something better than anyone else. No one is going to promote you just because you stay later at
the office than anyone else. You have to find a way to talk about all you do and its value without
feeling as though you are bragging -something we have all been taught not to do! You have to be
able to talk about what you do and why it is the best solution/application/product on the market. Can
you do this?
If your score is 8 - 15…
Bravo, if you are confident enough to talk about how good you are without feeling self-conscious.
Remember, they only person who is going to promote YOU is YOU. It goes with the territory, whether
you work for yourself or for someone else. Especially if you're female, it goes against everything we
were taught as children to talk about yourself, much less to actively promote your skills or to take
ownership of one's accomplishments.
Communicating My Brand
The questions in this section are:
56.
I have a single message that I communicate whenever I speak or write about my business.
57.
I am able to adapt my central message depending on the target audience I am addressing.
58.
I know the net impression that I leave after each interactionwith me.
59.
I have asked my friends and family how they would describe me.
60.
I was surprised by how my friends and family described me.
61.
There is no significant difference between how I describe myself and how others see me.
62.
I have a clear picture of what I am known for.
63.
People know what I stand for.
Developing your own distinctive brand requires being both a product and the marketing manager of that
product's marketing campaign. Imagine that you are a can of soda, jostling for prime real estate on
already crowded supermarket shelves. What makes you stand-out? What makes you different than Coke
on your left and Mountain Dew on your right? Why should I, the thirsty soda buyer, choose you?
Think about Coke for a moment. Billions are spent annually to "brand" this iconic product. Nothing is
assumed or taken for granted, from the logo to the color of the can, to advertisements on billboards and
on television. Everything is designed to make buyers comfortable with their choice, confident that "Coke
is always Coke," no matter where you buy it, when you drink it, etc. That's why you choose Coke over a
no-name cola. The no-name cola may or may not taste as you expect it to. It's risky. It might mean that
you waste money. You could be disappointed.
Look back over all the written materials you have produced in the last year. Think about any pitches or
presentations you may have given. Can you pick-out a theme? Is there a central message that emerges?
Unsure what a message is? A message is a single thought or concept that you want to embed in the
mind of the listener. Studies tell us that people need to hear messages at least three times before they
remember them, hence the old advertising adage, "…say it, say it, and say it again." You don't have to
take this literally, but find different ways of saying the same thing.
If your score is 8 - 21…
It is critical to any personal brand strategy that you develop a set of core messages that you repeat
whenever you talk about yourself, your business or your products. Why? Because they are the bridge
between the ambiguity of how you may be perceived and the reality that you want to create. Begin
by asking others how they see you. Then compare that to how you WANT to be perceived. Is there a
gap? If so, how can you narrow it? Remember, perception equals reality. The good news is that you
can go a long way towards creating that perception.
You are holding back. You most likely feel self-conscious about marketing yourself; that you will
appear too slick by having a conscious marketing strategy. If you hold onto this view of yourself and
personal branding you will never move far from where you are now. Figure out what "one word" you
stand for, what it is that you do better than anyone else, put words to those attributes and abilities then get out there and start telling your story relentlessly and unabashedly.
If your score is 22 - 40…
If you were actually a brand manager responsible for a product branding campaign, you would be
responsible for constant testing. Is the strategy working? Is it reaching your target audiences? Are
the messages you have applied memorable and resonant? Test, test and test again. Refine your
messages if they aren't clear or have no meaning. Just because something is clever, doesn't mean it
is having the impact you intend.
You're good. You're really good. But you find yourself swimming upstream, just trying to stay afloat
amidst wave after oncoming wave of tough competition.
So, how to turn the tide? Jump head-first into the white water of public opinion. Dive deep. Figure out
what business you are really in. Extract the core messages that will shape how key audiences
perceive you.
The "Thing" Exercise
64. If I were asked what "thing" I would be (i.e. a light-house, a compass, a race car) I would have an
answer that immediately told people why they should hire me.
At first glance, this is an unlikely branding question. But when you think about, it makes all the sense in
the world. If I said to you, "think of me as an aspirin," what comes to mind? Pain relief? No more
headaches? For anyone in professional services, this is exactly the message you want to convey. This
says, "I know what keeps you up at night. I can fix it. I will take away the headaches involved with XYZ
aspects of your business. What "thing" would you be? Tell me WHY.
Your Personal Brand Statement
The questions in this section are:
65.
I have a written paragraph, in the third person, that I use in all instances where my
professional bio is required.
Using your most prominent accomplishments (outlined above) WRITE A SINGLE PARAGRAPH ABOUT
YOURSELF using the third person narrative voice, i.e. he, she. This kind of bio serves several important
purposes: (a) it gives you distance from yourself, enabling you to gain perspective as you write; (b) it
sounds more professional; (c) it enables you to shape how the reader sees you - your brand identity and sets the tone for any successive documents, such as your résumé. You have shaped the reality of
your professional persona in this short paragraph, and you will find many uses for what I call your
"personal brand statement."
As an example, here is Lyn's:
Lyn Chamberlin, founder and principal partner of skyePR, is an Emmy-award winning television
producer. She has more than twenty years of experience in the design and execution of strategic
public relations programs, sales training and leadership coaching. She is a former Director of
Communications at Harvard University and a Vice President for Communications at MIT. As Director of
Television Programming for The Monitor Channel, she participated in the launch of the award-winning
24-hour international cable news channel. A television producer, writer, and corporate media
consultant, she uses her reporter's eye for finding the stories behind the people and companies that
she represents.
She holds a BA from Columbia University and an MFA from Vermont College of Fine Arts. She lectures
frequently on strategic communications and personal branding.
Here is Tom's:
Tom Kennedy, founder and president of The Kennedy Group, is an Associated Press award winning
broadcaster. After over twenty years on air in TV and radio in five major US markets Tom works with
all levels of business leaders to ensure their comfort confidence and success with any audience. He's
coached the most senior leaders at Fortune 100 companies, like IBM, as well as entrepreneurs,
researchers, financial people, attorneys and virtually all levels of business people who want to build
their career. He is a Director of Communications for the Institute of Management Consultants, a
regular media guest and speaker for organizations including the Harvard School of Public Health, The
Harvard Business School Alumni Association and national business conferences.
As an adjunct professor at Emerson College in Boston he taught public speaking and voice and
articulation, including accent reduction.
These Personal Brand Statements incorporate all their assets and key selling points from a "customercentric" point of view.
Most people write their bios and résumés as one long laundry list of skills and attributes. This is a
mistake. It puts the burden of putting all that information together on the part of the reader. You should
"pre-digest" it for him or her. What the person doing the hiring wants to know is, "what can you do for
me?" This is the question you must address in everything that you write and say about yourself and your
services. It doesn't matter if you're the best pencil sharpener on the planetiof the person you're talking
to doesn't need any pencils sharpened.
In the personal branding workshops that I teach, I can feel the air getting sucked out of the room when I
ask the group of successful, savvy, world-smart women to begin the process of identifying their own
distinctive brand by listing their accomplishments. Eager faces suddenly turn apprehensive. A couple of
people make self-deprecating jokes. Then, dead silence. I tell them that, like the cobbler's children who
have no shoes, this was not an easy exercise for me to do either. When I liken it to emotional Rolfing,
digging into all the uncomfortable places until you've worked out the kinks and come-up with a brand
identity, they all laugh, and with some additional coaxing and cajoling, the pens begin to fly.
There is no magic wand here. No brilliant, earth-changing discovery or patented formula. What happens
is very simple: women get the go-ahead to pat themselves on the back, to acknowledge all the
accomplishments in their professional and personal lives, and to look at themselves and their enterprises
in a new way.
Why is it that the women with the guts to start their own businesses, women who have fought their way
to the top of big, big companies struggle so mightily with branding themselves? Why is it that most of us
would rather bungee-jump than take credit for our accomplishments, for our talents, for our
contributions?
My non-scientific analysis is that we are caught in a self-perpetuating, interconnected web of myths,
myths that have been handed down to us in one form or another ever since Eve took a bite out of the
apple. Myths such as:
Myth #1
If I Am Good They Will Come
Myth #2
Marketing Myself is a Dirty Business
Myth #3
I Can't Control What Other People Think
Myth #1: If I Am Good They Will Come
Being good is not enough. Being all of the things you are and have accomplished is not enough. Toiling
away when everyone else has gone home will be not leap-frog you to the front of the pack. Creating the
greatest widget will not by itself drive sales. You must find a way to tell your story to people who will
listen. And your story must be the answer to a question that your customers, clients and colleagues need
the answer to. Otherwise, it's the proverbial sound of one hand clapping. If a tree falls in the forest, and
there's no one to hear it, does it make a sound? The answer, in an increasingly competitive, dog-eat-dog
21st century world, is a resounding NO.
We assume that if we quietly build it behind the scenes, they will come. We shy away from promoting
ourselves, from taking credit for our successes, from being our own best advertisement. This is the
biggest hurdle that we, as 51% of the population, must overcome - whether we're at home, in the
workforce, or in the C-suite.
Myth #2: Marketing Myself is a Dirty Business
Successful personal branding means continually standing far enough away to see yourself and your work
as if it were not you and your work that you were looking at.
Successful personal branding means taking a 50,000 foot view of yourself and your business, looking
down on yourself from a remote-enough planet that your 'buts' and 'not reallys' and every other selfqualifier you can come up with cease to exist. Learn how to look at what's left of the former you as just
another product on a very crowded shelf, where every other can of soup is jockeying for position and
trying to knock you off in the process.
Successful personal branding means wearing labels such as "leading" and "expert," "sought-after,"
"popular" and "well-regarded". It means creating a brand identity that is authentic, consistent, and
memorable, one that you own and are proud of.
Myth #3: I Can't Control What Other People Think
You must learn to be the marketing manager of your own brand campaign. Why do we associate Volvo
with safety or FedEx with overnight delivery? Because millions of dollars were spent to create that
association for us. Nike, Coke, Xerox and Microsoft tell us how they want us to perceive their products
and we do, thanks to tightly honed messages that are reinforced and repeated over and over again.
Here are several simple steps you can take right now to bottle and market YOU:
1. Figure out who you are, what you stand for, and why you are different than anyone or anything
else.
2. Create a story that communicates your value and your market differentiation.
3. Pull the key words that you have used to create that story and weave them into everything that
you say, do and publish about yourself and your business.
4. Tell your story relentlessly, passionately, and unapologetically to anyone who will listen. You will
refine and improve it as you go along, figuring out which parts work and which don't.
So, don't be afraid to let your pen fly, to begin your exploration of your personal brand identity. Claim
your rightful role as chief flag-waver for your company, your product, and ultimately, for yourself.
66. My Personal Brand Statement incorporates all my assets and key selling points from a "customercentric" point of view.
Most people make the mistake of writing their professional bios as if they were trying to win the blue
ribbon at the country fair. Me, me me and more me. Yes, of course you want to sell yourself, put forward
your strongest assets and abilities. But the most effective professional narratives are written to answer
the question: how am I the answer to the problem(s) and challenges that you (the client) (my boss)
has? It's a subtle but critical difference.
If you just reiterate all the things you've done, you are asking the reader to do a whole lot of heavy
lifting – to make the necessary connections, to fit your square into his/her round hole. Why not do that
for them? Why not put your brand front and center, leaving no room for misinterpretation or just plain
not getting it?
Consider the difference between these two sentences:
"…proven ability to guide the decision making process across multiple levels and functions and to build
consensus among various stakeholders."
How about…
"…able to work effectively with wide variety of teams and individuals to make decisions quickly and
effectively."
Say it simply, and try to evaluate whatever you say from the perspective of the listener.