Execs and experts share how to get your dream job, and what to do when you get it.

Insights: Getting That Next Promotion

[MUSIC PLAYING] MARY CIVIELLO: So how do you build your personal brand? Some of the times you could think, geez, my personal brand-- what do I stand for? Where do I start? Where you start is probably asking several of the people who work for you, why is it that you like working for me? Why is it that you hire me and my organization? Spend some time focusing, listening to what your employees, your direct reports, what your clients are saying about why they like you, why they think you're special. Compare that to what you think about yourself. And then start to think about how am I going to build out. Make this an emblem in what I say and what I do. Every woman leader should be thinking about their personal brand. What is it that makes you special? That could be just the ticket to taking that next step up a ladder. 

Insights: Building Your Personal Brand at Work

Uncategorized

Mary Civiello explains how to strengthen a personal brand.  

Building Your Personal Brand at Work

Communication coach Mary Civiello explains how women -- and men -- can strengthen their personal brands.  

So how do you build your personal brand? Sometimes you could think she's my personal brand Stand for Where do I start? Where you start is probably asking several of the people who work for you. Why is it that you like working for me? Why is it that you hire me in my organization then sometimes focusing? Listening to what? Your employees? Your direct reports? Which clients are saying about why they like you, why they think you're special. Compare that to what you think about yourself and then start to think about how am I going to build out. Make this an emblem in what I say and what I do. Every woman leader should be thinking about their personal brand. What is it that makes you special? That could be just the ticket to taking that next step up the ladder.

 [MUSIC PLAYING] PEGGY JOHNSON: I think mine was when I just wasn't being my authentic self. I mean, I came up through engineering and didn't see very many people who look like me in the room. And I loved engineering. And every year at my performance review, it was the same thing, you don't speak up enough, we don't hear from you enough, you need to be more opinionated. I even was told that this was a boys' club, I need you to join that. Ooh, whoa. SPEAKER 1: Sounds horrible. PEGGY JOHNSON: Yeah, yeah it was hard. It was hard. That's why I wanted to just leave, so-- But I was told, you should just be more like the guys. And so I would try. I would go into meetings and try and be more aggressive and assertive, hit my hand on the table, do all that kind of stuff. [LAUGHTER] [INTERPOSING VOICES] PEGGY JOHNSON: It was horrible. I was not a very good guy. [LAUGHTER] And finally, I looked at that performance review, and I was like, these leadership attributes, I'm never going to be that. They were those things, be more assertive and everything. And I thought, I'm collaborative, I build good teams. You know, those things weren't on the list. And I pointed that out to my boss, fully expecting him to say, well, be more like this list here. This is the one we're going to rate you on. And he said, I'm going to go fix that. And he worked with our HR department, he fixed it. This was years ago. And yeah, he was great, he's-- [APPLAUSE] [INTERPOSING VOICES] PEGGY JOHNSON: I think about him every day. SPEAKER 1: --for saying it. PEGGY JOHNSON: Oh no, thank you. He was-- you know what? He was a gay man, and I feel like he knew what it was like to feel alone and a little bit isolated. And he went and fought for me. And I appreciate that every day. And just when that happened, I just could be my authentic self again, that's when my career took off. Then I was just like, oh I'm just being me. And that's why introverts, you should just be you. Don't try and be anything you're not, right? 

Insights: Microsoft Exec on Importance of Being Yourself

Peggy Johnson explains not fitting in helped her stand out. 

Microsoft Exec on Importance of Being Yourself

EVP of Business Development Peggy Johnson explains how not fitting in helped her to stand out. 

I think mine was when I just wasn't being my authentic self. I mean, I came up through engineering and didn't see very many people who look like me in the room. And I loved engineering. And every year on my performance review, it was the same thing. You don't speak up enough. We don't hear from you. Enough. We need more. You need to be more opinionated. This event was told this was a boys club I need to do during that. Oh, yeah, Yeah. It was hard. It was hard. That's why I went away for just lied so that I was told, you know, you should just be more like the guys. And so I would try. I would go in to meetings and try and be more aggressive, assertive, hit my hand on the table D o r. I was not a very good guy. And finally, you know, I think that performance review and I was like, leadership attributes. I'm never going to be that, you know, they were those things being being more assertive and everything. And I thought I'm collaborative. I build good teens, you know, those things weren't on the list and I pointed that out to my boss, Fully expecting to say him to say, You know, we'll be more like this list here. That's when we're gonna rate you on. And he said, I'm gonna go fix that. And he worked with a reach. Our department. He fixed it. This was years ago, and yeah, it was great. I think about you day. Oh, no. You know, he was a gay man, and I feel like he knew what? What? What it was like to be to feel alone and a little bit isolated. And he went and fought for me. And I appreciate that every day. And, um, just when that happened, I just could be my authentic self again That's in my career took off another just like to be made. And that's why, introvert, you should just be you Don't try and be nothing. You're not right.

[MUSIC PLAYING] MARA CHOMSKY: I think the biggest challenge I faced in my career, which has both been personal and professional, has been that I am an introvert. And I started to really understand as I started to get my first sort of management roles it wasn't something that came naturally to me. So many other things did. I was lucky. But this didn't. My very first really, like, understanding that I was fairly introverted and that it was required in leadership skills was how tired I was when I got home. I started to realize that I was working really hard, and I'm like, this job isn't that much harder, I don't know what's different. I was starting to manage teams and I started to realize it just took a lot of energy for me to be on. So one would think someone leading a community team would not be introverted, as really the whole corpus of that is that people are willing to put their opinion out there and be out there, meet both online and offline often. I'd say the other thing I really have focused on is hiring teams of people that really dial up those skills that I don't have. When you're in leadership, there's definitely multiple accesses that you have to look at, so both managing your team and your people, your stakeholders, and then managing up. If you are innately capable of being out there and talking, you're not going to win. You're not going to drive your strategies. You're not going to deliver on the mission that you've set out. You can have the best mission and the best data in the world, but if you can't talk about it or win people over or sell people, you can't make moves and get things done. So it's part of the business. It's part of being a leader. If you are someone who feels like that, it's totally workable. Just get out there and start talking about it because you'll feel better once you know other people feel really similarly. 

Insights: Can You Be a Leader and an Introvert?

Can You Be a Leader and an Introvert?

that way. I think the biggest challenge I've faced in my career, which is both in personal professional, has been that I am an introvert and I started to really understand as I started to get my first sort of management roll. It wasn't something that came naturally to me, which so many other things did. I was lucky, but this is my very first really understanding that I was fairly introverted and that it was required in leadership skills. How tired. I wasn't home. I started to realize that I was working really hard, like this job isn't that much harder to tell What's different? I was starting to manage teams. I started to realize it just took a lot of energy for me to be. One would think someone leading a community team would not be introverted. That was really the whole corpus of that is that people are willing to put their opinion out there and be out there meet both online and offline. Often I'd say the other thing I really have focused on is hiring teams of people that really style up those skills. But I don't you know, when your leadership there's definitely multiple access sees that you have to look so both managing your team and your people, your stakeholders and then managing up. You are neatly capable of being out there and talking. Um, you're not gonna win. You're not gonna drive your strategies. You're not gonna deliver on the mission that you sent out. You could have the best mission into best data in the world. But you can't talk about it or win people over sell. People can't make, you know, make moves and get things done. So it's part of the business part of being a leader. If you are someone who feels like that, it's totally workable. Get out there and start talking about it because you'll feel better once, you know, other people feel really similarly.

[MUSIC PLAYING] SUSIE GHARIB: What's the most important leadership lesson you've learned so far? STACEY CUNNINGHAM: I think what's really important is that you remain true to yourself, who you are. Your employees need to know that you haven't changed as someone who is taking on that role. And so our team is really what makes us what we are, and it's not just about one person. And I think that's important to recognize that when you're stepping into a senior role, you know, it's not a one man show. 

Insights: Treat Your Team This Way After a Promotion

The CEO of NYSE says help your team with the transition.

Treat Your Team This Way After a Promotion

The first female CEO of NYSE explains how to help your team with the transition when you get promoted.

what's most important leadership lesson you've learned so far. I think what's really important is that you remain true to yourself who you are. Your employees need to know that you haven't changed as someone who's taking on that role. And so our team is really what makes us what we are, and it's not just about one person, and I think that's important to recognize that when you're stepping into a senior role, you know it's not a one man show.

Insights: Getting That Next Promotion

Insights: Building Your Personal Brand at Work

Latest video

Communication coach Mary Civiello explains how women -- and men -- can strengthen their personal brands.

Videos (4 videos)

Insights: Building Your Personal Brand at Work

Insights: Microsoft Exec on Importance of Being Yourself

Insights: Can You Be a Leader and an Introvert?

Insights: Treat Your Team This Way After a Promotion