Nina Burokas on Better Living Through Brand

A 21st Century Executive Competency

In an age where you are your brand, your online identity plays heavily into the image of you as the perfect candidate. – ExecuNet

According to ExecNet’s “Dealing with Your Digital Dirt 2.5” (via Cindy Kraft’s CFO Coach), reputation management is a 21st Century executive competency. To quote Joe Meissner of Executive Capital Partners, “if you’re supposed to be world-class, I should be able to find something about you online. If I Google you and you’re not there, you’re invisible to the world and that tells me you’re not a player.”

Online Search Statistics:
* 83% of recruiters have used search engines to research candidates (up from 77% in 2006 and 75% in 2005)
* 43% of recruiters have eliminated candidates based on their findings (up from 35% in 2006 and 26% in 2005)

The awareness-action disconnect: although 76% of senior executives expect to be Googled, 22% haven’t done a baseline search on their name. This is particularly odd given a related statistic: 11% of executives fear that their online identity could impact their viability as a job candidate.

Denial is not a reasonable response to changing market dynamics. Especially given that online identity is built – or repaired – over time. Proactively managing your digital brand is a critical action item, regardless of rank, technical expertise or search status.

Gaming the Loser's Game

Directed to those charged with driving growth through innovation, The Economist’s "A Dark Art No More" article highlights emerging thought on innovation as a management practice. Like economics, innovation has traditionally been more art than science. The essential elusiveness of the concept is expressed by one senior executive who argues that it can’t be defined precisely, but “like pornography, I know it when I see it.”  Author (Jamming: The Art & Discipline of Business Creativity) John Kao’s jazz analogy is more useful: “there is no fixed score in any given improvisation, but that does not mean there are no underlying principles either.”

Opinions on the underlying principles - that is, how to nurture innovation - are predictably divergent, with P&G and GE pursuing an analytical approach and Google and IDEO endorsing a more fluid approach. To quote P&G Chairman, President & CEO A.G. Lafley: “It is possible to measure the yield of each process, the quality and the end product.” The counter, from IDEO President & CEO Tim Brown: “A lot of innovation is anti-Six Sigma. You want a lot of variance.”

Although both creativity and execution are essential ingredients, the focus is increasingly on the idea filtering process, or “fast failing.” To quote Insead’s Ron Adner, “Innovation is a loser’s game.” Given the pace of global innovation, failing fast and learning from those failures are critical competencies. Toyota’s Advanced Technology National Manager Bill Reinert captures the required mindset: “We are convinced that we are entering a disruptive future, and we want to be ready for it.”

A Dark Art No More is one of the articles in The Economist's October 13th Special Report on Innovation. Special Report content and reprints.

Related reading: IBM’s 2006 Global CEO Study: Expanding the Innovation Horizon
Business Week Get Creative! Special Report (August 2005)

Keeping It Hot - Debra Feldman on Strategic Networking

Strategic Networking Q&A with - & 3 Essential Action Items from - "Job Whiz" Debra Feldman

1. Being a strategic networker requires more than simply adopting a "pay it forward" mindset. What's your networking philosophy?

Debra: Once you establish rapport, keep up the contact periodically on a regular basis, eg. monthly, quarterly, etc. by exchanging some news or information that the recipient will appreciate and remember you by. Depending on how close the connection is as well as an opportunity to send someone or something relevant their way.

2. What’s the most critical mistake experienced networkers make and how can it be avoided?

Debra: Lack of consistent follow up and lack of a direct, clear focused message that unquestionably says that you are a go to resource willing to offer assistance anytime. Position yourself as not only an eager networker, but make sure they understand your prospective value proposition and what you can do for them and others (eg., she knows how to get gatekeepers to make an appointment for her! Or she can spot and fix barriers to getting a new job just like that!)

3. Given the power of weak ties, what process do you use or recommend for building a diverse network?

Debra: Rely on your connections to generate additional introductions, take them up on an offer to connect you with others and definitely follow up on leads offered – it is good business and good manners.Circle back to the originator thanking them and tell them the results of the interaction they initiated for you.

4. What tool or technique have you found most effective in facilitating the ongoing process of adding value to your network?

Keeping It Hot - The Concept

"Keeping it hot" is all about your intention...about being both a fierce competitor and a strong team player. It's a phrase I was originally introduced to as an outrigger paddler.

Outrigger canoeing is a competitive sport in Southern California (and internationally), with local races along the coast from Santa Barbara to San Diego. During the season, individual boats are composed of six people; the steersperson in seat six is the boat coach, providing encouragement and feedback. One of our steersmen used a phrase I found particularly motivating: "it’s all about the intention". For me, this phrase sums up the three key elements of performance, be it sports, business or life: focus, timing and passion, or "keeping it hot".

This series is dedicated to those from whom I have learned and continue to learn. The idea is simply to share our experience and raise our collective game. Ping me if you have a story or expertise you want to share.