CTE 4871 – Flashcard

the examined life is not worth living.

a collection of philosophical meditations written by Robert Nozick. Explores love, death, faith, reality, and the meaning of life. Gives points for the components of a person's existence- being alive:50; being human:30; being competent and functioning:10; how to live:10/

the evaluation of an employee's performance relative to his or her performance standards. Performance appraisal always involves -setting work standards -assessing employee performance relative to the standards -providing feedback to motivate elimination of deficiencies or continued good performance.

Establishes goals and performance standards. Appraise the employee's performance. Gives feedback and takes corrective action: coach and counsel employee or other steps as required.

Most employers still base pay, promotion, and retention decisions on the employee's appraisal.The appraisal lets you and the subordinate develop a plan for correcting deficiencies and reinforce what is done. Appraisals should provide an opportunity to review employee career plans in light of exhibited strengths and weaknesses. Reviews serve a performance management function by helping ensure performance results are in sync with the company's goals. Supervisors use appraisals to identify employee's training and development needs.

Aligning the employee's efforts with the job's standards should be a continuous process. Employees want to know what they are doing right or wrong. When you see a performance problem, the time to take action is immediately. When someone does something well, the best reinforcement comes immediately.

Remember! Good employees are: -specific -measurable -attainable -relevant -timely Employees should know ahead of time the basis on which you will appraise them. Many employers simply use appraisal forms with preprinted generic criteria. Another approach is to appraise employees based on specific standards.

-graphic rating scale method -forced distribution method -critical incidents -behaviorally anchored rating scales (BARS) -management by objectives (MBO) -Computerized and web-based performance appraisal THE BEST APPRAISAL FORMS MERGE SEVERAL APPROACHES

lists traits and a range of performance for each trait. Traits measure along generic job dimensions such as communication, teamwork, and quality or you appraise the jobs actual duties. The supervisor rates each employee by circling or checking the score that best describes the employee's performance for each trait.

with this method, you place predetermined percentages of rates into several performance categories (similar to grading on a curve). About a fourth of the Fortune 500 companies use versions of forced distribution. Some writers refer unkindly to forced rankings an "Rank and Yank". Some employers wisely use multiple raters in conjunction with forced distribution.

with this method, you keep a log of positive and negative examples of a subordinates work-related behavior. Each 6 months, supervisor and subordinate meet to discuss the latter's performance, using the incidents as examples. The supervisors narrative helps the employee understand where his or her performance was good or bad. (and how to improve that performance)

an appraisal tool that anchors a numerical rating scale with specific examples of good or poor performance.

-write critical incidents -develop performance dimensions -scale incidents -develop a final instrument

you appraise your subordinate based on how well he or she achieved the goals you set for him or her.

These enable supervisors to keep computerized notes on subordinates and merge them with ratings on performance traits.

-The immediate supervisor: usually the best position to evaluate subordinate performance -peer appraisals: with more firms using self-mangaing teams, peer or "team" appraisals are popular. -ratings committees:usually contain the employee's immediate supervisor and two or three other supervisors -self-ratings: employees usually rate themselves high than supervisors/peers. Group members tend to give groups unrealistically high ratings. -appraisal by subordinates: upward feedback helps top managers diagnose leadership styles, identify potential "people" problems-and take corrective action. -360 degree feedback:ratings are collected from supervisors, peers, subordinates, and internal or external customers.

360 degree feedback. Surveys and collects the views of all the appraised employee's colleagues, including the manager, peers, direct reports, and, on occasion, clients. Additionally the employee will generally rate himself, so that his views of how he impacts his colleagues can be added to the mix. Ratings are collected from supervisors, subordinates, peers, and internal or external customers. Employers use feedback for development rather than pay increases. Employees usually do these reviews anonymously-(those with an ax to grind can misuse them) -came about because it is difficult for peers, direct reports, managers and executives to engage in straight talk about assessed weakness. -many use it for development; some use it for performance evaluation. -Best use if for performance improvement, development and getting ahead. -360 degree works best for development purposes- not for performance evaluation. -Best practice is private, confidential, and anonymous. -5-10 raters -65% of companies use 360 degree assessment. -can be called multi-rater, multi-source, full circle, or group performance.

-greater insights on strengths and developmental opportunities -helps you determine which skill areas are most critical for your job -allows you to compare how you see yourself with how others view you. -identifies key strengths and development needs as seen by others -contributes insights into the aspects of your work needing professional development -helps career planning and development -identifies and clarifies job behaviors -improves teams because you get buy-in -have fewer discrimination cases

simple complex

-have a clear purpose- and an honest one -train raters -hold rater's feedback in equal consideration -ensure anonymity of raters -link feedback to company goals and professional development -adjust the process

a complex review includes question items that might be rated on a 5 point scale as shown below... 5= to a very great extent 4=to a great extent 3= to some extend 2= to a little extend 1= Not at all NA= does not apply

The PROFILOR® was based on research conducted by Personnel Decisions International and tailored for Victoria's Secret Stores District Sales Manager Model. The PROFILOR® was an instrument developed to provide feedback and development focus and recommendations to individuals about their management skill strengths and development needs. It was not appropriate for selection, promotion, salary review and adjustment, dehiring (firing), and/or de-selection decisions.

Self-rating is a common HR practice (i.e., a skill you need to develop, consequently). It is believed that people should compare their own viewpoints with bosses, direct reports, peers, subordinates, and customers. We will ask 5 questions. • Do self-ratings agree with ratings by other people? • Do self-ratings relate to anything of importance relative to performance? • Does it make any difference that self-ratings are not very accurate? • What are the typical patterns of inaccurate rating? Where do those who get fired tend to over-rate themselves? • What might some best practices be?

Do self-ratings agree with ratings by other people? No—not closely. This is not true of the other ratings—boss, peers, direct reports. This makes self-rating appropriate for looking at differences. Differences of a scale point or more can be blind spots or hidden strengths. Do self-ratings relate to anything of importance relative to performance? Self-rating generally relates to internal, not external issues. So, who is most right about performance? The best rater of performance and potential for promotion is the boss. Peers and direct reports provide some value.

Does it make any difference that self-ratings are not very accurate? Yes...people generally overestimate their strengths, especially at complex tasks. Poor performers typically overestimate their strengths, while stars rarely do. Over-raters tend to fail and under-raters tend to succeed. What are the typical patterns of inaccurate rating? Where do those who get fired tend to over-rate themselves? Over-raters think they are better than others on: Conflict management (people skills) Perspective (business acumen, innovation) Operating skills Honor Those that are fired are often fired for their very poor people skills—but rate themselves highly in this area.

What might some best practices be? Do not rely on self-rating for what a person is like. Do not rely on self-rating to identify strengths and weaknesses. Do not rely on self-rating to determine if a person is qualified for a development program. Do not rely on self-rating for whether a person is qualified for a job. What is the value of self-rating? There is some evidence that self-rating becomes more accurate with repeated 360s and feedback. Self-awareness can be enhanced by the exercise. Continuing to overrate is a clear sign of a non-learner. Collecting self-ratings helps us know whether people know themselves.

Five Guidelines for effective Appraisals: • Know the Problems • Use the Right Appraisal Tools • Keep a Journal (Records) • Get Agreement on the Plan • Be Fair

The appraisal typically ends with an appraisal interview. You and the subordinate review the appraisal and make plans to correct deficiencies and reinforce strengths. Interviews like these are often and can be uncomfortable. No appraisal interview should ever raise the specter of unfairness. No employee should ever walk away feeling your actions abused his/her sense of respect or identity.

As a supervisor, you will face four types of appraisal interviews, each with its unique objectives: Satisfactory—Promotable The easiest interview Satisfactory—Not promotable Employees whose performance is satisfactory but for whom promotion is not possible Unsatisfactory but correctable The interview objective is to lay out an action plan for correcting the unsatisfactory performance Unsatisfactory and uncorrectable You can usually skip the interview—you either tolerate the person's poor performance for now, or dismiss the person

Five main things to keep in mind when conducting the interview: • Preparation is essential • Talk in terms of objective work data • Don't get personal • Encourage the person to talk • Get agreement

when you must criticize you must do so in a manner that lets the person maintain his or her dignity...in private or constructively. Criticism should be objective and free of personal bias.

• Recognize that defensive behavior is normal • Never attack a person's defenses • Postpone action—sometimes it is best to do nothing • Recognize your own limitations—a supervisor should not try to be a psychologist

• They may serve to shake your employee out of his or her bad habits • They can help you defend your rating, both to your own boss and—if needed—to the courts

• Identify the employee's standards • Make it clear the employee was aware of the standard, • Specify any deficiencies relative to the standard • Show the employee had an opportunity to correct his or her performance

• is the continuous process of identifying, measuring, and developing the performances of individuals and teams and aligning their performances with the organization's goals. • Performance management means continuous daily or weekly interactions and feedback to ensure continuous improvement • Performance management is always goal-directed • Performance management means continuously reevaluating and modifying how the employee and team get work done

Great employees arereliable, dependable, proactive, diligent, great leaders and great followers. A few hit the next level... 1. They ignore job descriptions-------The smaller the company, the more important it is that employees can think on their feet, adapt quickly to shifting priorities, and do whatever it takes, regardless of role or position, to get things done. 2. They're eccentric------People who aren't afraid to be different naturally stretch boundaries and challenge the status quo, and they often come up with the best ideas. 3. But they know when to dial it back-----Remarkable employees know when to play and when to be serious; when to be irreverent and when to conform; and when to challenge and when to back off. It's a tough balance to strike, but a rare few can walk that fine line with ease. 4.They publicly praise-----Remarkable employees recognize the contributions of others, especially in group settings where the impact of their words is even greater. 5.And they privately complain----Remarkable employees come to you before or after a meeting to discuss a sensitive issue, knowing that bringing it up in a group setting could set off a firestorm. 6.They speak when others won't----Remarkable employees have an innate feel for the issues and concerns of those around them, and step up to ask questions or raise important issues when others hesitate. 7.They like to prove others wrong---Education, intelligence, talent, and skill are important, but drive is critical. Remarkable employees are driven by something deeper and more personal than just the desire to do a good job. 8.They're always fiddling---Great employees follow processes. Remarkable employees find ways to make those processes even better, not only because they are expected to... but because they just can't help it.

culture is the learned beliefs, values, rules, norms, symbols, and traditions that are common to a group of people.

"culture is to people what software is to computers- the programming of people's thinking and behaving."- Lane. Its like an energy field. Like electricity- powerful, invisible, with far-reaching effects. Combines thoughts, energies, and attitudes of the people in the groups. Emerges from shared purpose such as family, neighborhood, project team, or company. Affects thinking, behavior, and identity of those within the group, including ethics and leadership. Its tenacious- very difficult to change culture once emerged.

There are many cultures. Different areas of a company, of the United States, or of the world may have very different cultures. A smaller sub-culture will be influenced by the overall, larger culture. Often cultures clash.

30 years of research on the dimensions of culture. Hofstede's work is best known for the 5 dimensions of culture: -Power distance (PDI): degree of inequality that exists and is accepted. -Uncertainty avoidance (UAI)- the degree of anxiety society members feel when is uncertain or unknown situations. -Individualism-Collectivism (IDV)- the strength of the ties people have to others within the community. -Masculinity-femininity (MAS)- how much a society sticks with, and values, traditional male and female roles. -Long term-short term (LTO)- how much a society values long-standing-as opposed to short term- traditional values.

GLOBE is the acronym for "Global Leadership and Organizational Behavior Effectiveness," the name of a cross-cultural research effort that exceeds all others (including Geert Hofstede's landmark 1980 study) in scope, depth, duration, and sophistication. The GLOBE studies are specific to culture and leadership. The GLOBE researchers studied leadership worldwide; they defined leadership as "...the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members" GLOBE studies similar to the Myers-Briggs personality tests except on "steroids!" It involved: 17,000 managers 950 organizations 62 different cultures around the world It was to determine the extent to which the practices and values of business leadership are universal (i.e., are similar globally), and the extent to which they are specific to just a few societies.

The Globe's Standards for Measurement: 9 cultural dimensions. (1) Assertiveness, (2) Future orientation: A propensity for planning, investing, delayed gratification, (3) Gender differentiation, (4) Uncertainty, avoidance, (5) Power distance, (6) Institutional collectivism (individualism vs. Collectivism): Promoting active participation in social institutions, (7) In-group/family collectivism: A pride in small group membership (family, close friends, etc), (8) Performance orientation: The importance of achievement, (9) Humane orientation: An emphasis on fairness, altruism and generosity.

'Organizational Culture' is about how the organization organizes itself, it's rules, procedures and beliefs that make up the culture of the company. Power Culture Control is the key element, are usually found within a small or medium size organization. Decisions are centralized around one key individual. That person likes control and the power behind it. As group work is not evident in a power culture, the organization can react quickly to dangers around it as no consultation is involved. However this culture has its problems, lack of consultation can lead to staff feeling undervalued and de-motivated, which can also lead to high staff turnover.

Common in most organizations today, in a role culture, organizations are split into various functions and each individual within the function is assigned a particular role. It has the benefit of specialization, employees focus on their particular role as assigned to them by their job description and this should increase productivity for the company. This culture is quite logical to organize in a large organization.

Refers to a team based approach to complete a particular task. Popular in today's modern business society where the organization will establish particular 'project teams' to complete a task to date. Staff feel motivated because they are empowered to make decisions within their team, they will also feel valued because they may have been selected within that team and given the responsibility to bring the task to a successful end. NASA organize part of their culture around this concept ie putting together teams to oversee a mission.

Person cultures are commonly found in charities or nonprofit organizations. The focus of the organization is the individual or a particular aim

Organizations that have an entrepreneurial spirit always embrace change and listen to staff and customers are said to be forward looking. Forward looking organizations are risk takers and do well because of it. We can argue that Dyson the vacuum cleaner manufacturer embraces this culture.

A backward looking culture does not embrace change and is led by systems and procedures. They do not take risk and because of it are usually left with a business not doing so well UK store Marks and Spencers is said to be 'backward looking' ie slow to change.

Corporate Culture can be defined as the environment found at a company. Corporate Cultures which sets the standards for the company, includes factors such as morals, values, beliefs, ethics and expected behaviors.

It is difficult to determine the corporate culture of a particular company without actually working for that organization. However, a company's mission statement, values statement, or vision statement often provides important clues as to the company's culture and ethical stance. Such statements, and discussions concerning the company's core values and expectations, are often included in the annual report and are also posted on the company's Web site. A mission statement describes the purpose of the company, the vision statement articulates what the company expects to do (or be) in the future, and the values statement indicates what criteria (such as diversity, honesty, respect, etc.) are important to the company. Given that increasing emphasis on the corporate ethics, many companies today have developed additional ethical statements that specifically address ethical expectations and standards.

Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow. The following six guide lining principles will help us measure the appropriateness of our decisions: Provide a great work environment and treat each other with respect and dignity Embrace diversity as an essential component in the way we do business Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee Develop enthusiastically satisfied customers all of the time Contribute positively to our communities and our environment Recognize that profitability is essential to our future success

is a memoir by Michael Gates Gill which chronicles his journey from a high-level advertising executive with J. Walter Thompson to a barista at Starbucks. Gill is the son of famed The New Yorker writer Brendan Gil.

Build the best product, do no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.

Our definition of quality includes a mandate for building products and working with processes that cause the least harm to the environment. We evaluate raw materials, invest in innovative technologies, rigorously police our waste and use a portion of our sales to support groups working to make a real difference. We acknowledge that the wild world we love best is disappearing. That is why those of us who work here share a strong commitment to protecting undomesticated lands and waters. We believe in using business to inspire solutions to the environmental crisis.

Culture is something you build with every word you say and every action you take. A positive culture does not come about by accident. It takes: Soul searching and checking with people and just when you think you have it all figured out you have to check again. The ability and the willingness to know and admit that you don't know everything and you don't have all the answers. Desire to get input and feedback from the people affected by a given situation Guts to take action to fix something that's not working. Coaching and loyalty and lending a hand to those who need it Understanding that people don't make mistakes because they want to. A firm, but kind, word to someone who messes up The ability to foster a feeling of belonging among those who are in your business family.

A company's dress code Work environment Work hours Rules for getting ahead and promoted How the business world is viewed What is valued Who is valued Benefits and perks Conversations Work/Life Balance Titles & Job Descriptions Organizational Structure Relationships

Values Private Conversations (with self or confidants) Invisible Rules Attitudes Beliefs Worldviews Moods and Emotions Unconscious Interpretations Standards Paradigms (typical example or pattern of something; a model) Assumptions

How do you spot a good corporate culture? Acceptance and appreciation for diversity Regard for and fair treatment of each employee as well as respect for each employee's contribution to the company Employee pride and enthusiasm for the organization and the work performed Equal opportunity for each employee to realize their full potential within the company Strong communication with all employees regarding policies and company issues Strong company leaders with a strong sense of direction and purpose Ability to compete in industry innovation and customer service, as well as price Lower than average turnover rates (perpetuated by a healthy culture) Investment in learning, training, and employee knowledge People like to come to work. Turnover is low. Organizational mood is optimistic and happy. Company vision and purpose are clear and inspiring. Employees are aligned with the company vision and purpose. The vision, values, and strategic priorities are aligned with the culture.

In simple terms: People like to come to work. Turnover is low. Organizational mood is optimistic and happy. Company vision and purpose are clear and inspiring. Employees are aligned with the company vision and purpose. The vision, values, and strategic priorities are aligned with the culture.

Students responding to NACE's (National Association of Colleges and Employers) 2006 Graduating Student & Alumni Survey listed their criteria for choosing an employer as follows: Enjoying what I do. Integrity of organization in its dealings and with its employees (treats them with honesty and fairness). Ethical business practices (doesn't cut corners or break any laws). Good benefits package. Stability (provides secure future).

Evaluating the Best Places to Work: Employees survey conducted on things like: Highest levels of trust Strongest evidence of employee engagement Demonstrate the best applied management practices and programs Employee perception of the workplace Employee relationships between managers based on: Credibility, Respect, Fairness, Pride and Camaraderie.

-Are leaders born or made? -What are the barriers to leadership? -How effective are leadership development programs? -What are the key triggers of leadership development? -What are company best practices to develop leadership?

Plato raised the question of born/made (400-300 BC). Xenophon (Greek Historian) argued that leadership could be developed. Aristotle said that men are destined from the moment of birth to rule or be ruled. Shakespeare said "Some are born great, some achieve greatness, and some have greatness thrust upon them" (Twelfth Night). "Developing leadership is a combination of the accidental, the incidental, and the planned." Do you believe that any man or woman can be turned into a leader? The common view now is that: There are genetic effects. The process of developing leadership starts early in life. Leadership can be developed. (Great Man Theory!) "Leadership potential is already in the individual and therefore requires recognition, development, growth, and practice." "Leadership cannot be taught as a list of skills." "Nor can it be bolted on to management development, as leadership is totally different to management and requires different thinking." "A week's training course will not achieve this—it requires much more."

"How few men there are who have courage enough to own their own faults, or resolution enough to mend them." Benjamin Franklin So, what stops people—managers—from becoming effective leaders? There are two types of barriers to leadership: External Internal

External barriers include... Organizational culture Organizational politics Lack of time to undertake development activities Lack of availability of development activities

Low self-esteem—leads to depression and lack of motivation. Lack of self-confidence—lack of confidence in self leads to lack of confidence in others; particularly affects communication skills and ability to motivate. Fear of failure or other social embarrassment—"children keep trying to walk until they can" (Robertson, 2002) Cognitive constriction —thinking inside the box; paralysis by analysis. Adverse consequences of stress —cognitive, managerial, and physical.

Who owns your leadership development: "You do." The three barriers to owning our leadership development are three mistaken assumptions: The assumption that the company owns our Leadership Development Our first mistake is to act as if the "owner" of our leadership development is the company we work for. We assume on a very basic level that the HR function of our company has, as its special responsibility, the task of developing us as leaders. HR develops us as "human resources." This is, of course, absurd. What HR can do is create the conditions under which we will develop if we work hard at it, but they cannot drive the process. The same argument applies in small organizations when we think that our boss owns our leadership development. He or she doesn't. The sooner we really take to heart that no one else can ever own our leadership development, the sooner we will act as if we do. The assumption that Leadership Development will be quick We are reinforced in this assumption by the structure of leadership development processes in our organizations. We go to one, two or even three day classes. We take webinars. We are looking for the "one minute" solution. When leadership development isn't quick, we think that something is wrong, usually with HR for not providing us with the right resources. Leadership development will take time and improvement will come to those who work for it. Patiently, deliberately and with reflection. The assumption that Leadership Development will be easy It won't be. Like anything worth doing, it will be hard. The best way to think about what kind of difficulty you will face is the difficulty faced by the entrepreneur. If you accept ownership for your leadership development you are accepting the role of founder in the company called "You Co." You are taking responsibility for the success of this new company. You'll take on any roles that need taking on. Owning "You Co" is hard work. Be the founder. Make it yours.

Leadership programs are effective when: Focused on specific leadership behaviors. Based on feedback, practice, and application. Those involved have a desire to learn. Cost: $100,000 to $500,000 to develop a program. $50,000 to $150,000 per session to deliver. Leadership development techniques favored by CEOs: Coaching by the CEO Learning from peers Experience Skills training

Key triggers of Leadership development... Significant leadership challenge at an early age* Negative role models Being "thrown in at the deep end" Experiential leadership development courses Key Triggers: Positive role models Mentoring, coaching, and consultant relationships Leadership Opportunities: MBA and professional qualifications International and multi-cultural exposure Voluntary and community work Team sports Key triggers appear to be planned and opportunistic. A mix of learning methods appears to also be crucial to leadership development: Learning from doing Learning from books or courses Learning from people Currently popular learning approaches include: Case studies Skill practice through role play Leadership simulations Leadership projects

Leadership development must be driven from the top. Must be core to the organization's strategy or it will not happen. The leadership model must be culturally attuned to the organization, reflecting the cultural.

It is all branded, branded, branded... So, what are YOUR favorite brands? Why? Why "The Brand Called You"? A personal brand is your promise to the marketplace and the world. Since everyone makes a promise to the world, one does not have a choice of having or not having a personal brand. Everyone has one. The real question is whether someone's personal brand is powerful enough to be meaningful to the person and the marketplace.

Book written with Bob Waterman, In Search of Excellence. (1982) It has been called the greatest business book of all time. Peters has written over a dozen international bestsellers since Search, including "Thriving On Chaos" He has been credited with inventing the management guru industry. He presents over 50 seminars a year. Peters has given over 2,500 speeches, flown 5 million miles, spoken before 2-3 million people, presented in 48 states and 63 countries.

A bias for action- active decision making - 'getting on with it'. Close to the customer - learning from the people served by the business. Autonomy and entrepreneurship - fostering innovation and nurturing 'champions'. Productivity through people - treating rank and file employees as a source of quality. Hands-on, value-driven - management philosophy that guides everyday practice - management showing its commitment. Stick to the knitting - stay with the business that you know. Simple form, lean staff - some of the best companies have minimal HQ staff. Simultaneous loose-tight properties - autonomy in shop-floor activities plus centralized values.

"Celebrate what you want to see more of." "Communication is everyone's panacea for everything." "Excellent firms don't believe in excellence-only in constant improvement and constant change." "If you're not confused, you're not paying attention." "Test fast, fail fast, adjust fast." "The magic formula that successful businesses have discovered is to treat customers like guests and employees like people."

What is a brand? All of us need to understand the importance of branding, we are CEOs of our own companies: Me Inc. What is the first step in branding? What is it that my product or service does that makes it different? Give yourself the traditional 15-words-or-less contest challenge. Take the time to write down your answer. And then take the time to read it. Several times.

Visibility It all matters Word of mouth Power! Perception Projects Resume/marketing brochure Loyalty—colleagues, team, project, customers, yourself Win-win concept Feedback Defining Career Portfolio of projects Skill sets Expertise Colleague sets Four measures You've got to be a great teammate and a supportive colleague. You've got to be an exceptional expert at something that has real value. You've got to be a broad-gauged visionary -- a leader, a teacher, a farsighted "imagineer." You've got to be a businessperson -- you've got to be obsessed with pragmatic

It's NOT what you say about yourself. In simple terms, what you say about yourself falls under the category of "freedom of speech." You can say whatever you want. Does not mean a thing. Your personal brand is an assessment the marketplace makes about who you are and what you bring to the marketplace. It's NOT an extension of your employer's brand. Unless you are self-employed, it is hard to extend your employer's brand to make it look like your personal brand. It's NOT your presence in the social media. Yes, social media can amplify your personal brand, but the presence itself cannot be a substitute for a personal brand. There are a few exceptions here, as some people have built a brand as social media experts and they live in the social media (for obvious reasons). It is also NOT how "popular" you are in the social media. You can be entertaining (and funny) and become popular, but that does not automatically grant you authority unless humor is part of your offer to the marketplace. It's NOT something that you can ASK for. People give it to you when you deserve it. It's NOT something that you are entitled to. It does not come with a job position or a title. A job or title might help with your personal brand, but it can't be proxy for your personal brand. It's NOT a perk. It is not something a company can decide to give you as an "extra" because you did a good job. It's NOT about the power alone. While it provides you the power, a "personal brand" is mostly about giving. Power and influence are mostly the side benefits of your personal brand. Here is something to think about: What is it you are giving to the world that is so valuable that the world will reward you back with a powerful personal brand? It's NOT a gift that someone can give you. Someone cannot give you a gift of a "Personal Brand," but they can give you a gift to amplify an "already powerful" personal brand. A well-deserved link, an endorsement, a testimonial, etc., are all gifts that can amplify a personal brand. It's NOT permanent. It's not something that you can get and keep it for life. You have to work hard to get a powerful personal brand. But that's only the first step. You have to continue to work hard to keep that powerful personal brand and grow it.