S 2 Letter from the MD Dear Client, Colleague or

Transcript:S 2 Letter from the MD Dear Client, Colleague or:
S 2 Letter from the MD Dear Client, Colleague or BlueChipper, We do this for our clients. Now it’s time to teach you how to DIY, and as we do, improve our methodology. I’ve been doing this for leaders and experts for 30 years – literally since before graduation. In BlueChip’s 16+ years many great consultants put in place profile programs for hundreds of clients. Some are people you know, now, but wouldn’t have otherwise. Those folk are more confident in their communication, clearer about their expertise, and enjoy greater recognition from the people who matter most to them. Their profile brings opportunity, as well as greater pride in their work. This deck is based on those successes, It captures more than a 100 consulting years to make it (hopefully) ‘stupidly simple’ for you to do the same yourself. As we educate you, we improve our methodology and own practice, and can move into ‘white water’ areas which are not yet as easy for us to document and teach – but where you might need us most. I encourage you to use your time with us as a client, colleague or consultant to build your reputation, inside and outside your firm, for your expertise, continual improvement and being of service. Deloitte call this ‘building up a personal fame agenda through eminence’. We need a non-Deloitte name but until I have that, here’s how to build your own, and your colleagues’, reputation to a specific “fame agenda”. Best, Carden Carden Calder Founder and Managing Director | GAICD, B BusMgt, FPRIA 3 Why? Be intentional about your profile Positioning & Profiling Acceptability Visibility versus ability (equally important) Personal “page 1” (search & social) The power of third-party endorsement (if they said it, it must be true) Influencer engagement Permission to lead Leader of choice (e.g.. access to A player talent) Influence Credibility Visibility 4 Key concepts Interrelated ideas What other people think of you and the extent to which they act supportively How well known you are, and what you are known for The deliberately chosen things you want to be known for A plan and actions to manage what you are known for, how well, and with whom A thought leader is an individual or firm that is recognized as an authority in a specialised field and whose expertise is sought and often rewarded. Thought leaders are commonly asked to speak