S 2 Letter from the MD Dear Client, Colleague or
Description: S 2 Letter from the MD Dear Client, Colleague or BlueChipper, We do this for our clients. Now its time to teach you how to DIY, and as we do, improve our methodology. Ive been doing this for leaders and experts for 30 years literally
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slide1. S<br>
slide2. 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<br>
slide3. 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<br>
slide4. 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 at events, conferences or webinars to share their insight with a relevant audience 1 2 3 4 5<br>
slide5. 5 Who you are
Reputation versus profile Clients (value delivered)
Peers and colleagues (past behaviour)
Teams
LinkedIn endorsements
Competitors
“Stakeholders”
VERSUS
Media and social media
Events
Co-workers and internal media
LinkedIn copy / profile… and all other social media
All the people we mentioned on the last slide…and everyone you’ve ever met<br>
slide6. What you stand for and represent as a leader, “peer” and public figure Territory
Finding common ground<br>
slide7. 7 * Without their support you can’t ‘move the dial’ on key business issues Strategy & short-term goals
Values & brand
Governance & risk management boundaries 1. Experience & expertise (where I’ve been & what I do)
2. Current (personal brand, role & passion)
3. Future (where I’m headed) 1. History
2. Current perceptions & context/needs (e.g. relationship, pain points)
3. Future (expectations & ideal outcomes) Context:
Media
Industry agenda
Social expectations Context:
Employers
Regulation
Government Territory
Finding common ground<br>
slide8. 8 Context
You, your company and your audience A) Plan B) Pilot C) Roll out D) Refine Individual learning & development Organisational development & reputation / brand strategy “Pain to gain”: useful information Profile & expertise audit Fame agenda & white space Key messages & channel selection Production & publishing rhythm Capability analysis: organization, functional, individual Corp affairs, marketing engagement, capability development Content planning & strategy Execution & refinement Stakeholder analysis Target persona, pain points, engagement & content plan Channel & strategy execution Feedback & responses<br>
slide9. 7 step profile planner
Develop and diarise a modest content plan
Do it: minimal viable product – initiate and iterate Top 3 actions
What to do next<br>
slide2. 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<br>
slide3. 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<br>
slide4. 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 at events, conferences or webinars to share their insight with a relevant audience 1 2 3 4 5<br>
slide5. 5 Who you are
Reputation versus profile Clients (value delivered)
Peers and colleagues (past behaviour)
Teams
LinkedIn endorsements
Competitors
“Stakeholders”
VERSUS
Media and social media
Events
Co-workers and internal media
LinkedIn copy / profile… and all other social media
All the people we mentioned on the last slide…and everyone you’ve ever met<br>
slide6. What you stand for and represent as a leader, “peer” and public figure Territory
Finding common ground<br>
slide7. 7 * Without their support you can’t ‘move the dial’ on key business issues Strategy & short-term goals
Values & brand
Governance & risk management boundaries 1. Experience & expertise (where I’ve been & what I do)
2. Current (personal brand, role & passion)
3. Future (where I’m headed) 1. History
2. Current perceptions & context/needs (e.g. relationship, pain points)
3. Future (expectations & ideal outcomes) Context:
Media
Industry agenda
Social expectations Context:
Employers
Regulation
Government Territory
Finding common ground<br>
slide8. 8 Context
You, your company and your audience A) Plan B) Pilot C) Roll out D) Refine Individual learning & development Organisational development & reputation / brand strategy “Pain to gain”: useful information Profile & expertise audit Fame agenda & white space Key messages & channel selection Production & publishing rhythm Capability analysis: organization, functional, individual Corp affairs, marketing engagement, capability development Content planning & strategy Execution & refinement Stakeholder analysis Target persona, pain points, engagement & content plan Channel & strategy execution Feedback & responses<br>
slide9. 7 step profile planner
Develop and diarise a modest content plan
Do it: minimal viable product – initiate and iterate Top 3 actions
What to do next<br>