The 3 intangibles of your Personal Brand

In this post, I explore the concept of using colours to depict one's personal brand. I believe everyone has a colour which best represents them. My study has produced some very interesting finds, which have led to some very interesting conclusions. As I began writing this post, I very quickly realised that I would need to supplement my findings with more. I implore you to open your mind even as I try to make meaning of my discoveries. This post is applicable to anyone at any stage in the journey of personal brand discovery.

After reading through, see if you can answer the questions below:

• What would you add to my list?

• Do you agree with my list?

• How has this made you view your brand differently?

 

 I look forward to reading your thoughts...

In colour psychology, there is a way certain colours subconsciously make you feel and react-wherever you see ‘them’.

When I initially did an internal brand audit of myself, I saw that my brand 'emitted' or was perceived as colour orange.

Orange calls to mind, the feelings of excitement, enthusiasm, energy, flamboyance, optimism, sociability, creative flair, adventure & warmth, amongst other things (adjectives that closely describe me to a very large extent). 

However, as time passed, I noticed that my brand evolved; moving on past the 'allure' of the colour orange, unto something with the potential to be just as ‘bright’, but now with a more professional undertone that better represents the other aspects of myself at large.

After much perambulating, I decided to observe how my skills and passions played into the mix, and if when considered, would verify my thoughts (that my brand was evolving); leading to the emergence of a new colour.  

I can say it now because I am passed that stage, but it took me a very long time to finally arrive at 3 main words that described who I am; the three areas I felt were priority/my main areas of gifting (and still are, as I write this).

Those words are: Orator. Eyeonaire. Pioneer. 

At face value, they may not mean much to you but concealed within each word, are the skills and passions I possess and pursue purposefully...things I truly care about. 

The word ‘Orator’ spoke to the salesman in me. It spoke to my ability to entertain. It spoke to my constant need to motivate others. It also spoke to my realisation (most importantly) that my primary purpose in life is solely linked to my mouth. 

The word ‘Eyeonaire’ spoke to a pain I couldn’t seem to ignore-no matter how hard I tried. It was uttered whilst questioning my inability to overlook ‘bad' designs; to the extent that I once turned an interview into a brand consultation-to the surprise of those interviewing me. I couldn’t just sit there when they asked, “Any other questions?”, knowing fully well that their brand required a complete overhaul. I went ahead to explain how a company of their size could increase penetration levels with better identity design.

It won’t surprise you to learn that I didn’t get called back.

Coupled with this, was my realisation of how much of a pain I had become at home; always commenting on different pieces of media; explaining how colours clashed and how certain images appeared pixilated, or how a different version of a logo should have been utilised etc. These frustrations eventually led me into research which I now teach as oft as I am given the privilege. 

Reading so far, one might question how any of this comes into play when deciding your colour and then your personal brand. some might even question what any of this has to do with the title.

If you actually look deeper, you will realise that I have explained how the colour orange was derived from just looking at my personality traits (the first intangible). I then explained how I went a step further, looking at my skills and passions (the second intangible). There is still one intangible more which I would love to look into briefly as I conclude on how I arrived at where I feel my brand is currently at. 

The reason I have decided to explain in such depth and with such emphasis on my personal journey thus far, is so that, those keen on developing their personal brands can insightfully adapt my methodologies to start to make sense of and them hopefully take charge of their personal brand. I am where I am today because certain people decided to share deep secrets that took them years to discover. If there’s anything I am particularly grateful for, it is the manner in which those same people provided the information required to help me-FREE of charge. And so, I do the same...

As I conclude, the final realm I probed that helped me arrive at my current 'colour' and phase of my personal brand was my values. This stage was particularly tricky, for the sole reason that, I found myself putting words forward that sounded ‘big’ or ‘good' but weren’t really me. I had to practise an extremely hard skill-the skill of listening whilst I talk. 

I was able to do this via two mechanisms of sort.

One, I had to play out my vocabulary mentally, taking a 'back seat' to sound out words I kept saying without realising. I felt like these words emanated from my heart for a reason. One of such words was 'Excellence’. I found that in multiple conversations, with different people, in different contexts, I would often use the word “Excellence." so, my first value was penned down.

Two, I had to ask those close to me, at different times, what they felt I stood for. The answers were quite surprisingly the same. 

In one way or another, those values can be described as: Excellence. Trust. Passion. Power.

What started off as my quest to find a colour that better suited where I felt I was at in my journey, ended up as a documentation of my path to unearthing a new colour and therefore, the next phase of my personal brand. 

One of the take homes for me throughout this on-going process is that my brand has metamorphosed from an orange to an aqua like blue (hex code: 2BC8E4). But not only that, now also; a charcoal (hex code:14141B), a beige (hex code:46484D), grey (hex code:BEB9B4), cream (hex code:E1DFDD) and white (hex code:FFFFFF). 

Personality traits, skills & passions and values were the three intangibles I considered which helped me realise what I am about in more detail and how they can be expressed more visibly. This process has definitely increased my focus but has also sadly meant that some other skills, passions and hobbies that I thought I was good at/liked, have taken the back seat on my journey to fulfilling purpose.

There is the wisdom in knowing the brand architecture. There is the knowledge required to apply the brand principles. Then there is the application of the brand design. 

This part has spoken specifically to the wisdom in knowing the brand. In subsequent posts, I hope to be able to speak to the knowledge required to apply the brand and the actual implementation of one’s brand. 

I am curious as to how my brand will evolve in the future. I also wonder how long my current brand will last. As with the 'orange phase’, I didn’t think change was going to happen in the manner it has done. Because it’s a truer representation of where I am, it points to the fact that I have grown. And growth, especially when positive, is always a good sign. 

A Short Story by Elsie Marcus

Intent on observing the tadpoles that swam with agility and speed, she stubbornly pushed back the onyx coils that sprung from her head.

The water rippled in tendrils as Chidi stared closely. Once again her onyx kinks sprung precariously from her head before dropping right before her eyes. Without hesitation, she flung them back, intent on maintaining her laser-like focus on the fish tank. The tadpoles swam with an agility and speed that pushed Chidi closer to the edge. In child-like wonder she rose onto the tip of her toes and pressed her nose firmly against the cold glass, wishing with all her might that she too could be like the tadpoles. She wanted to swim through the sea with elegance, feel the water spray against her skin when she dived into open air, and eat all the food she wanted, but alas, she looked down at her feet before gazing sadly at the tadpole. With her nose still firmly pressed against the glass, she let out a downbeat sigh. She would never be able to.

“Chidima Agu, move away from the glass this instance!”

Wobbling from the sudden outburst, Chidi struggled to regain balance, but found herself being abruptly pulled from the large fish tank. Before she could open her mouth, she found herself firmly planted next to her mother who held onto Chidi’s small wrist in hopes of keeping her rooted.  Chidi tried to wiggle away, back to her fish friend in the water, but her mother wouldn’t allow it, not again.

“Chidinma we have to go, now is not the time for your games, please” Stress marred Stella's features as a frown, and the wrinkles under her eyes seemed to add years to her once youthful face. Chidi was considered too young to understand, but she did, and so she gripped her mother’s hand in hope she would realise Chidi understood her frustration. In silence, Chidi’s eyes wandered to the fish tank, her mind consumed with thoughts of the sea and the little tadpole.

Heavy footsteps preceded a soft face and an even softer voice; “And I assume you’ll be back for your next round of chemotherapy next week? Doctor Onyeka looked expectantly at Stella, a sympathetic smile on his face as he awaited her reply.

“Oh, yes... yes, I’ll be back next week”. Her words were laced with fatigue, and Chidi noticed but her young mind couldn’t comprehend the reason behind it, or the meaning of chemotherapy; It sounded more like a cool alien word to her. Wrapping her scarf tightly around her, Chidi, cast one last longing glance towards the fish tank before following her mother out into the fresh snow.

“Wait... Just one moment” Doctor Onyeka briskly followed Stella out the door and gently held the crook of her elbow.

“Stella, are you sure you want to do this alone? Is there no one you can bring, for moral support?” His eyes scanned over her with a fatherly concern.

“No, no it’s fine, I can do this, I have to” She attempted to smile but doctor Onyeka's words struck a chord in her. She had cancer. She was alone. Thanking the doctor for his concern, she grabbed Chidi's hand and continued towards the car with stiff movements. Chidi looked up at the woman she saw as everything and wanted nothing more than to put a smile on her face.

“Mummy?”

“Yes sunshine?”

“Mr Onyeka was wrong.”

Stella chuckled in disbelief and looked at Chidi.

“What do you mean?”

“He was wrong mummy. You have me, I’ll always be here for you, forever and ever and ever!”

Time seemed to stand still as Stella looked down at her daughter. Affection bubbled through her as she scooped Chidi into a bear hug, burying her tear-stained face into her Onyx kinks. Stella knew in that moment that her mini-me was the reason she had to survive this breast cancer. There was no other option. Chidi squealed in delight, oblivious to the woes of her mother, but all the happier to help.

IRONING 101

Whenever I wear a suit, I usually have to iron a shirt to go with it. As I usually wear suits on most days, I have ironed my fair share of shirts over the years.

Whilst ironing one day, I cast my mind back to a chemistry lesson I once had, where we looked at how heat from an iron breaks up the hydrogen bonds which exist between the polymers within plant-based fabrics.

I then began to draw parallels with the process of ironing, new leadership & change.

Regardless of your experience, wealth of knowledge or charisma, as a new leader coming into any organisation or position, some strong bonds, in form of; loyalties, culture/business as usual “…This is how we’ve always done it” and disorganisation from the old regime will be evident (in one form or another)…
– …To conclude his example, our teacher explained that the heat merely breaks the hydrogen bonds without destroying the polymers themselves. With a bit of pressure, the cellulose molecules are forced to lie parallel with each other; thus flattening the material; making it straight. –

Unfortunately, however, too many leaders are soo concerned with creating a ‘lasting impression’, that they are ‘destroying’ the people, organisations or positions they find themselves in. ‘Heat’ in form of; new ideas, new appointments/redundancies and even sometimes motivation is required to iron out wrinkles. That said, leaders must learn to judge the material i.e. the organisation or position to assess the level of ‘heat’ required at any given time.
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The heat you use for cotton cannot be the same level of heat you use to iron silk. 
Something to think about: Are you more concerned with making a name for yourself at the cost of those you’ve been called to serve?

“…So the last shall be the first and the first shall be the last.”

5 Ways to Improve your Branding

In a bid to map out my future; the coming year, the next five years and even fifty years from now, I employed a tactic, popularly known to Mathematicians and Economists alike, as backward induction. Visualising the heights I intend to attain, I started to work backwards, taking note of every prerequisite required for each milestone. It was then I began asking myself certain questions. One of such was:

“When people hear ‘Joshua Komolafe’, what is the first thing they associate the name with?”

 That question changed my life. As a result, I started employing the “5 ways to improve your branding” systematically.

Deliberately, the word ‘branding’ and not ‘brand’, is used, as very quickly, I started to realise that a brand is continuous in nature, in that, there is no “top of mount Everest.”

Someone said, “The biggest room in the world, is the room for improvement.” There is need for constant assessment and ‘maintenance checks’, to ensure that as seasons change, due to; different economic cycles, different trends, or maybe even a change in attitude by your target market audience, you are also willing to adapt aspects of your brand, to cater for such changes, without losing your core values. The key word here is ‘willing’. Though It might not always be necessary to adapt your brand, you must be aware of such changes if any and be ‘open’ to change if necessary.

1. KNOW YOUR CORE VALUES:

Ask yourself questions, write down the answer to those questions, store them away for a short while, re-visit them and finally, check to see if you still agree with what you wrote down. If not, repeat the process until you are happy (No amount of times is too much).

You know you are in trouble when there is no direct correlation between your values and how you are perceived. That said, once you are sure of what you want to be known for/how you want to be seen, people’s perception of you will automatically align to your values.

2. INVEST ADEQUATE TIME INTO RESEARCH:                                                        

You must actively set time aside to constantly study people or companies that are currently, ‘correctly’ exhibiting the values you wish to be known for. You might not necessarily need to be in contact with them but you must be willing to deconstruct their products, dressing, style etc  *mentally*…Try and break down the little pieces that make for the jigsaw you see now. Sometimes, expert help is required to understand the little pieces but once you do, the jigsaw isn’t as complicated anymore. Better still, you can then begin to construct your own puzzle, as you will now have the knowledge required to do so.                                    As Albert Einstein said, “You have to learn the rules of the game and then you have to play better than any one else.”

3. MYTH BUSTER:                                                                                             

“There is no shortcut. In most cases, The price you are ready to pay, is directly proportionate to the quality you will get.”

With regards to clothing, something I learnt very quickly, especially when I started university, was the wisdom of shopping within budget. As I’ve gotten older, I have started to only want to wear suits. I now actively seek out occasions when suits are not out of place (one of the reasons I love going to church). If not because of how uncomfortable it is, I would sleep in a suit.

With that in mind, I faced the dilemma of wanting to have a good range of suits without having ‘enough money’.  After much window shopping ( Research and Development), I realised that there are several places that allow me to ‘look good’, no matter how much I have.
This further buttresses the first point; once you are sure of and can be confident in your values, you will begin to find resources that make your brand affordable.

4. LOYAL HATERS:

You need a  team of 2-3 people who are trustworthy perfectionists. People you can fall back on to check if you’re dressed well, if your logo looks good, if you are aligning with your values and whether the values you have outlined for yourself truly suit you.

One thing to note however, is not to get offended when they say things you might not necessarily expect or even like. I always have it in the back of my mind that, no human being has ever seen themselves before. The images we see of ourselves are actually just reflections or photographs in one way or another. It is others that really see us (physically) how we appear. You must appreciate that what you see might not always take into account the full picture. You must learn to develop a hard shell for critique and seek to utilise; at times what can be very painful words of advice, into building blocks for a better brand…For a better you!

5. CONSISTENCY:

Your consistency will naturally improve your brand. It is through consistency that your branding process will become more efficient. Consistency consists of Consistent Consistence. Consistency consistently consists Consistently. Be CONSISTENT!

LEADERSHIP & NON-MONETARY INCENTIVES

As someone who is keen on Thought Leadership, I very recently decided to start publishing my own based on knowledge acquired; from previous experience in various leadership roles, accounts I’ve read on leadership and meticulous observation of other leadership regimes.

It was in that light I wrote the following…

“The brain is the only organ that science has not been able to recreate. In its uniqueness lies the capacity for long-term innovative success. This is why leaders must focus on developing their people first. Competent people will always be capable of surmounting challenges.”

When I put that out, I was shocked at the number of positive interactions the post received after only a short period of time. Whilst still taking it all in, I received a question from a LinkedIn member, who wanted to know the area(s) leaders should focus on to achieve maximum buy-in from team members and if it is compulsory to use financial incentives as motivational stimulus.

My response to that was quite expansive in itself but concluded with the fact that, motivating a team of individuals within the non-profit sector (where people are involved because of a particular cause and not necessarily because of the financial rewards they seek to gain) has proven to require the more advanced levels of leadership. I even went on to state that any leader that can hold their own within a non-profit organisation and ‘do well’ can and should be classed as a good leader.

This mode of thinking helped formulate the following question on leadership and non-monetary methods of motivation.

What can leaders do to prolong a culture of motivation amongst team members without solely relying on financial impetus to achieve maximum efficiency?

Three key points came to mind which I have decided to briefly elaborate on.

• Valued

Over time, I’ve discovered that motivated people feel valued. It is very encouraging when you know that your work is being acknowledged by senior management and is part of the reason for your firm’s success. However, two issues arise when considering this point. Firstly, employees take offense when their work isn’t always pushed upwards or considered. Secondly, a lot of leaders are insecure and as a result, are receiving the praise alone for a solution that was a combination of different individuals or departments.

Solution: Employees should accept that the strategic direction of any organisation lies in the hands of those who must also take responsibility, should that organisation fail. The leaders of such establishments are under immense pressure to consistently deliver and so might not always make the ‘best’ decisions (in your eyes) but are where they are (in most cases) because of their ability to prioritise and say ’No’ and so deserve to be cut some slack.

Furthermore, leaders must understand the invisible power of soothing words such as; “Well-done…Thank you…You made the difference…We achieved this because you…”. And how all team members seek the verbal recognition that far too many leaders fail to provide frequently enough. In addition, all insecure leaders should be made aware of the law of harvest and how what you reap is always far more than what you sow. As the popular proverb says, everyday is for the thief but one day is for the owner. Any leader that fails to restitute their ways, will be exposed one day and could risk losing the trust of key stakeholders.

• Broken down

Secondly, motivated people operate in environments where goals are outlined, broken down into smaller steps and supplemented with the perception that the big goals can and will be achieved when the conventional everyday tasks are completed. On the contrary, however, most occupations require employees to ‘go out’, find solutions and ‘deliver’. For a lot of people, the lack of motivation arises from lack of direction; not always knowing what to do next.

Solution: Senior management need to better engage team members by providing more transparent direction. Depending on the nature of the organisation or level of leadership, it might not always be possible to completely describe and analyse each step but in helping all parties see how their current activities fit in with the fulfilment of the ultimate goal, you keep all parties motivated.

• Multiple Delegation

Finally, motivated people are people and so will need occasional breaks. Over reliance on one person or department can lead to them burning out. There is a popular saying from the good book, “The spirit is willing but the flesh is weak”. At times, senior management (in their desperation to hit targets or please stakeholders) overwork their staff to the point where any mention of the said project or deadline becomes distasteful.

A good leader is someone who finds the equilibrium between overworking and maximising the efficiency of team members.

I must admit, this is something I am still learning. As someone who is a great believer in “When something is working why change it”…I have come to understand that you change it because nothing is everlasting. No matter how good something or someone is, they are not immune to maintenance. According to the google dictionary, to maintain is to cause or enable (a condition or situation) to continue.

Several leaders can not afford to allow for maintenance breaks because they failed to allow for good succession plans.

The truth of the matter is, the best way to alleviate the feeling of burn-out and keep your team consistently motivated, is to apply a combination of financial and non-financial incentives. Where most leaders get it wrong is thinking that offering more money will always result in maintained motivation amongst team members. As far as non-monetary methods of motivation are involved, a working succession plan allows for the ‘main group’ to recuperate and possibly regain any lost interest without losing the process at hand.

It must be said that there are additional points that could be added to this list, so please feel free to mention (in the comments section below) any you find have worked for you; either as leader or beneficiary.

I leave you with these questions to ponder on: Is it cost effective/a wise allocation of already scarce resources to have two departments that do the same thing?

How does one effectively initiate succession?