How can executives build their personal brand and network during career transitions?

5 unconventional strategies that I learned from the book Working Identity -Herminia Ibarra, helped shape my personal perspectives. #1: Act your way into a new way of thinking & being. Don't over-analyse. Step out, meet people who are doing what you intend to do. #2: Stop trying to find your ONE true self or be fixated on what you think is right. You will surprise yourself, when you open up to multiple options. #3: Allow yourself a transition period where it is okay to oscillate between holding on vs letting go. Change is messy, and no one got it clean right at the start. #4: Identify projects, experiment and get a taste of what you think you like. #5: Don't be alone in this journey. Find people who can provide support for the transition.

One of the common problems I see is that a lot of Executives have done several functions. They would have done M&A, Product Dev, Product Strategy, Operations/services, etc. One of the questions we tackle upfront in the beginning is, which function they have shown results consistently in the past years. 2 M&a deals is good to have but that's not the consistent win or story that will impress C Suite. Just one example but clarity in personal brand is key.

Seize the opportunity to amplify your personal brand and expand your network! Dive into industry events, share your insights on platforms like LinkedIn, and showcase your expertise through thought-provoking content! Network like a champ – connect, engage, and nurture relationships! Every conversation, and every post, shapes your brand. Stand out, be authentic, and watch your network flourish! Remember, your story is your power – tell it boldly, connect genuinely, and let your personal brand illuminate your path to success!

We have some executives that are well connected and have an extensive network. And they usually get the next job through referrals. And in that case, they don't focus on LI profile and it does not affect their search. But it's always good to have a profile with details. Titles by itself does not tell a story. And if you don't have a robust network in place, you need to have the profile setup correctly. If you can articulate the sacle at which you operate, you will get the right kind of traffic in your inmail.

Most search firms look at the profile in entirety. We look at testimonials as it gives us a flavor for the behavioral characteristics of the leader. Network is key. As one grows higher, most of the next roles are through the network. Talking to niche recruiting agents is also a good strategy. They usually have great roles that some large exec recruiting firms might not have on their radar.

Once you've built a strong reputation, I would recommend networking with other industry leaders, joining executive lunches and dinners, as well as other smaller groups on Slack focused on maintaining, nurturing and growing your area of expertise. If you aren't being actively sought out to speak at events or conferences, reach and apply! I've seen so many places ask for submissions and speaker applications. If you're looking to build your brand outside of your company, you need to be proactive and intention - treat it as a project!

Storytelling has become essential for all roles. Create a newsletter, and write about a topic that you are an expert in. For example, A sales leader can write about forecast due diligence and some of the art/science behind it to help reps meet their numbers. Or a Product Management leader can share thought leadership on pricing strategies for small business owners. If you are actively looking, then you would have the time to do this. If not, then it becomes a bit difficult, as you also have to checknon legalities with your company if they are a publicly traded company and the policies around it. But storytelling is a skill that is also needed to craft your narrative during the interview.

It’s important to always evolve when it comes to your brand and thought leadership. Learning to tell stories about your past wins and losses will help others grow and succeed, as well as show how you handle change.

What we have seen is that executives who have been with one company for a long time have not interviewed in a while. They know the subject matter and have delivered results but they have not mastered the storytelling aspect to people who don't yet know them. The executives who are open to coaching and feedback see faster results, and get the job or promotion. In some cases the story that worked internally when presenting to the C Suite, might not work when presenting in an interview to a C Suite who need to get to know you in 2 meetings. So feedback and practice is needed even at the highest levels.

In career transition it’s very difficult to predict what will work out successfully - -Most of the times one tends to fall back on strengths and learning’s from time tested experiences. -Can experiment new approaches to deliver on objectives in a new set up - purely depends on your own risk appetite or your managers risk appetite What I learnt from transitioning in last 7 -8 years between high focus portfolios is -Self awareness about your own key strengths - you need to back yourself in transition. -Curiosity to ask questions and then try and experiment - include your customers internal and external in experiments to learn fast and mitigate risk. -Network support - a key element in transition - your stakeholders play a huge role.

According to a study by the American Institute for Economic Research (AIER), about 82% of individuals change their careers at least once during their lifetime. In a survey conducted by SHRM, 72% of respondents reported that job satisfaction was a significant factor to make a career change. Career transitions are an inevitable part of the professional landscape. Whether you're switching industries, job roles, or pursuing a new career path, transitions can be both exciting & daunting. The need to manage them, and more critically, manage oneself during such transitions is utmost important. That is because, while change often promises growth and new opportunities, it's also accompanied by a sense of uncertainty and difficulty.