I believe we live in a world where we are always trying to market ourselves. Not only at work, but also in how we interact with others. Consider how we presently flirt, for example, through apps. We are a product that must market our best version of ourselves, our bebrand. People buy people, and this is a fact.
Of course, this fundamental concept may be expanded to illustrate how to become a great leader. And we must consider the many ways in which we might mentor, train, lead, and coach. Or how we might handle team conflicts.
As a result, it is critical that we develop our brand and be able to explain its contents effectively through our mission statement, which I will address later. Understanding oneself and being able to consistently articulate oneself to the outer world is thus more important than ever for success in the modern workplace. Everyone has a personal brand, whether we are conscious of it or not.
According to my SWOT analysis and the Brand Me pyramid, I am an enthusiastic learner, an organised, hardworking, and problem-solving individual with strong communication skills who is continuously searching for new possibilities to improve and grow, taking on responsibility, and looking after my team and duties. My top five values are communication, teamwork, empathy, excellence, and always putting the team first. Personal and professional improvement while loving what I do and having a wonderful work-life balance are my motivators.
I strive to be an affiliative and democratic leader for my team, and I am constantly concerned about not just the team as a whole, but also the people inside it as individuals.
Personal branding is essential to me because it provides a better atmosphere and network owing to the connections you can establish, and it also promotes my reputation as a leader based on my successes and how I conduct myself, my confidence, my good attributes, and honesty. All of this stems from my enthusiasm, talents, and ideals for my career, which I want to instil in others every day. This will assist me in strengthening my bonds with my team members. If my team is content, they will be more motivated and productive.
What is the point of having a mission statement? To establish those deeper relationships with our pairs. But also to inspire as a leader. Although not everyone shares the same beliefs, it is considerably simpler to connect with your inner leader when you understand your values, mission statement, desired path, and focus.
My mission statement is “to encourage, inspire, and engage people to believe in their own potential. And have a good influence on the lives of everyone I meet”
Throughout this session, I truly understood the difference between management and leadership. While a manager is more concerned with reporting and meeting KPIs, task management, and the overall outcome and performance, a leader is enthusiastic, sympathetic, proactive, and motivates the team. On the other hand, a leader cherishes each member of the team, is concerned with how the team can achieve the objective, pays attention to individuals and their needs and concerns, and has a clear grasp of the team.
With this in mind, I believe the ideal manager must strike a balance between the two responsibilities to guarantee that the team is engaged and content while still completing the work on time and to the required standard of quality.
The functional leadership paradigm by John Adair was one of the session's most intriguing elements.
These must be balanced because they are interdependent. A task identification, team communication, planning, resource identification, monitoring of individuals and task progress, and team feedback will all be required based on this model.