Are You Fully Leveraging the Value of What You're Known For?
Creating a personal brand doesn't stop there. You need to maintain and leverage your personal brand to the maximum - it's the only way to thrive in today's job market. Consider these questions:
  • What are you "known" for?
  • What are you the "go to" person for?
  • When work associates think of you, what is "key expertise" that comes to their mind?
  • If you had a "byline" underneath your name on your office door, what would it say?
  • When your clients or customers think of you, what is the key value element that comes to their mind?
To survive and thrive in the "new world" job market, it is absolutely essential that you develop and brand yourself as an expert in an area of high value. Take inventory today of what you're known for -- your key strengths and key skills -- those skills others would rate you as a "10" in. Are those highest-ranked strengths and skills considered extremely valuable to your current employer and to your clients/customers? THEY MUST BE -- in the best interest of both your employer, your customers AND your own professional achievement. STOP and take a close look TODAY at your areas of strength and expertise. Identify those areas of strength and expertise that have the greatest capacity to add value to your employer, your customers and the marketplace. Take personal responsibility for the learning you may need to hone those strengths, and aggressively seek out projects, assignments and opportunities to apply those deep areas of expertise. It's up to YOU to squeeze the greatest value out of what you do BEST (and what you're known for). Andy Robinson, founder of Career Success Partners, is a leading authority on career success and a 15-year career coaching veteran. Read more » articles by this approved career expert | Click here » if you’re a career expert Photo credit: Shutterstock
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Lynn Holland's go-to-market steps

Recently, a long-time colleague, the chief sales officer for a $21M technology company, reached out to catch up and asked for help to get to market in the primary vertical where I focus. He went on to share that his company made an initial go-to-market attempt by assigning a sales rep because of their familiarity with the product. He then admitted a modest return on their investment and a residual lack of knowledge of the industry, few connections, little brand recognition, or sales results. Fast-forwarding to today, he expressed urgency to relaunch with a short game to start generating revenue quickly and a long-term plan to establish themselves in the space.

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