When investigating on opinion leaders, the primary reflex is to Google them. And then anything can happen, from excessively flattering to devastating. Interviews, press articles, blogs, videos, public appearances, all contribute to build their image.
The way they speak out has a definite impact on the way they are perceived. Most of these leaders, whether CEO’s of a Fortune 500 company or less exposed board members of public or private companies, can rely on a Chief of Staff or a Head of Corporate Communication or PR to organise it.
Very few Senior Executives in career transition have experience in this time-consuming exercise that requires a true strategy. Most of them have completed a LinkedIn profile and feel they have made a huge step to build their personal branding. Let’s assume today that this is a minimum prerequisite to stay in the game.
Speaking out helps them organise their exposure and posture. The topics selected and the media chosen will help establish their personal identity and leadership style. And by taking a stand on global issues linked to sector or business changes as well as soft skill management, they will show a vision and an ability to set the agenda.
Although there are no predefined rules, social media should definitely play an important role in their communication. LinkedIn of course, but Twitter and Facebook can also convey elements of their speech. The appropriate media will very much depend on their professional environment.
Active participation to trade or industry associations, alumni networks, sports associations, NGOs, task forces and special projects are ideal environments to express your convictions and put your leadership forward.
Publishing articles, editorials, notes and books to attract followers on the social media profiles also helps increase their exposure. But the key factor to a greater exposure is a change of mindset. It is positive when understanding why and how, but on the other hand an overdose of info means no info at all.
This critical exercise during a career transition period must go on after repositioning in a new activity. Speaking out should be a permanent posture for managers and senior executives.
Let’s do it!
Younger generations will most certainly benefit from the opening of emerging markets to international profiles. And most careers of high potential executives will consist in experiences in several markets and countries.
Companies will have to change their mindset and be creative enough in finding the right package and incentive schemes to attract these new citizens of the world. And international profiles should realize the necessity to bet on more risky challenges through local contracts rather than expat packages where they would feel more safe than sorry.
Back to Leadership Basics - 16 September 2014 The Straits Times
A couple of years ago, I invested in a painting for about $30. I was enjoying the sun at a Bali beach when I was approached by a painting peddler. I flipped through the many canvases he showed me and one of them “jumped out” at me.
Since then, I have been the proud owner of an oil painting that shows a kampong scene in Bali – complete with coconut trees and sarong-clad folks. I hung the painting in my living room – where I tend to spend most of my time at – as a reminder to “go-back-to-basics” once in a while. This approach can equally be applied to leaders, whether you are a newly appointed supervisor or a CEO.
2014 sees Arbora celebrate its 25th anniversary. Since 1989 we have been helping organisations around the world implement smart change. This has included helping around a million people achieve their next career move. We are proud to have had this impact on so many peoples' lives and enjoyed celebrating in style at this year's annual conference in Singapore. Recognising the importance of the Asia market it seemed a natural choice for our 2014 event.
In 2014 Arbora’s UK partner, Chiumento, launched its first app. The app allows individuals the opportunity to take a first step into exploring what energises them at work.