Earlier this week, Sid announced the official release of his first book, Get Off the Bench: Unleashing the Power of Strategic Networking Through Relationships.

Sid’s book describes everything that I believe should be quintessential for contracting professionals:

-The value of creating and cultivating a strategic network

-The importance of mentorship at all levels of your career

-How to leverage your relationships

Excerpts from the book were published on WashingtonExec earlier this year.

Sid has kept me in the loop regarding his many stages of publishing this book for a long time. I want to congratulate Sid for finally publishing his “labor of love.”

You can “like” Get Off The Bench on Facebook here.

Join the Get Off The Bench discussion group on LinkedIn here.

Find Get Off The Bench on Twitter here

Find the latest news about Get Off The Bench on Sid’s recently launched website www.sidfuchs.com

Get Off The Bench is now available for pre-order on Amazon.com and Barnes & Noble.com

Get Off The Bench will soon be available for your iPad and Kindle

John Hillen, CEO of Sotera

Amid a high unemployment rate and future budget cuts in the federal government, it has perhaps never been more important to have a strong personal brand. In the government contracting sector especially, your reputation is your key asset. Whether you’re looking for a career change or moving up the ranks, you should always work to position yourself for success. And that’s where your personal brand comes into play.

Personal brand? you may ask.

Think of it like this: You’re planning to make a major purchase, one where your credit score matters. Do you wait until the day before your planned purchase to check your score? Of course not. The same goes with your personal brand. Manage it the same way as your credit score: continuously review, improve and recalibrate.

Although everyone has a brand, most don’t know how to manage it. Personal branding is neither marketing or self-promotional; it’s about presenting yourself in the best possible light, whether it’s among your peers, before a potential employer, or the undersecretary at a federal agency. It’s not about the work you have done in the past, but about the work you’re capable of.

Building your brand and raising your reputation capital is simple: Be genuine, stand out, and make others realize it. Figure out what sets you apart. Look at market leaders such as Apple, Coca-Cola and Google — what differentiates them from the competition? Brand promise must be authentic, magnetic and distinctive.

The mistake many do is that they begin working on their personal brand too late; just like it takes time to improve your credit core, fixing a flawed or mismatched brand requires energy and effort. Many also wrongly believe that personal brands are limited to certain professionals. No matter which company you support in government contracting, a strong brand will help you. Just look at John Hillen, CEO and president of Sotera Defense Solutions, who has perhaps the best personal brand of anyone I know. At age 46, Hillen is a war hero, academic, policy wonk, speaker, author and now successful business owner whose brand has not only enabled him to become a well-recognized name, but has also helped him raise money for charities.

Your personal brand, in Hillen’s words, will speak more powerfully than your resume. How you then decide to use your brand is entirely up to you. The sky’s the limit, but get your name out there: And while you’re out there, remember the golden rule of personal branding: It’s not whom you know, but who wants to know you that really counts.

Eileen Cassidy Rivera

Last month Eileen Cassidy Rivera, former Vice President of Communications and Investor Relations at Vangent, wrote an article in Washington Technology that encompassed my two niches…personal branding and government contracting.

Eileen talked about how valuable company branding is in the world of government contracting…weak-branded companies can get lost in the competition.

Listing the top five ways to guarantee a strong company presence, Eileen believes that simple, straightforward language is one way to win contracts. “A much more compelling way to communicate what a company does differently is to promote the outcomes or results it accomplishes for its customers – in plain English,” said Eileen.

A great idea that Vangent developed was the “brand playbook.” The “brand playbook” was spurred out of a lack of standards for how employees describe their company to potential buyers. I agree with Eileen, making sure the employee understands your company’s offerings matters just as much as how that employee describes what their company represents. Without an understanding of the core mission of the company, your employee is just another person vying for a contract.

Eileen’s third point was that people make business, not companies. Executives should not shy away from bringing a personal or emotional connection to their offerings…how else will potential buyers remember your company?

“The first question asked by any new employee is about the company’s culture, not about the company’s strategy,” said Eileen. She is right, companies spend large amounts of time developing strategy and reading over the “employee handbook” when really, it is the company culture that maintains and retains employees.

Eileen’s fifth and final point is by far the most important message to take away. Government contracting will be going through major transitions within the next couple years…when developing strategies to make a leaner company, cutting out platforms and tools that help promote your company’s brand is just about the worst thing an executive can do.

*Vangent was acquired by General Dynamics September of 2011.

I enjoyed his article and I fundamentally agree with his points. Personal branding is often overlooked when starting a business but executives who are neglecting to brand themselves are behind even before they get out of the gate.

It is critical for an executive to create a name not only for his or her business but for themselves. In these uncertain economical times, many businesses are struggling. However, if you have a strong personal brand, your brand can help you become “economy-proof,” (even if your company is not).

The question I get constantly at The Tower Club, “JD, this all sounds great, but how can I actually start to improve my personal brand?” Schawbel offered three simple ways to do this and I decided to highlight them and elaborate.

How To Brand Yourself:

Attract Attention/Find Your Niche – Become an expert in something that relates to your company. This will increase your value; you will become an asset to the company instead of just being another employee. Next time someone needs help or advise with your “expertise” you will be the first in line to offer a solution.

Creating A Personal Website- A great way to test your brand is to Google your name.  What comes up? Are you on the first couple titles or are you tucked away buried deep in the 45th page? If you start your own website you can brand yourself throughout your entire career even after you change jobs. Social media is a great free and easy branding tool.

Brand yourself by associating with larger brands- This can mean everything from associating with well-respected companies or creating relationship with well-respected people. Studies show that networking is the number one way to find jobs and more opportunities. The more people you meet the more networking you can do. Never underestimate the power of a smile and a strong handshake.

What lead you to your current career path?

My career path is quite unusual.  I have worked professionally as an actress, disc jockey, and chamber maid – among other things!  However, my work now as a leadership development consultant, trainer, and author combines many of of my passions – building connections among people and improving relationships.  My MBA in organizational behavior (Cornell), BA in communications and psychology (Penn) and certifications in Neuro-Linguistic Programming and the Myers-Briggs Type Indicator all contribute to my career direction as well.

What is the next step someone should take after they receive that business card at an event?

I’m glad you asked.  The very first step takes place right after taking the card.  Take a moment to write a few key facts about that person on the front of the card.  For example, where you met, their interests, pertinent facts, or how to pronounce their name.  This way your follow up is specific and genuine.  Follow up within 2 days, while you both still remember each other.  There is no point spending your time or money on networking if you don’t follow up.  Even following up with one person per event is fine.  If you’re not following up, you’re not networking!

What is something most executives do not understand about networking?

Networking done right (i.e. yielding positive, lasting, mutually beneficial relationships) only works when we are authentic.  A lot of executives hate the traditional idea of networking because of an erroneous assumption that networking requires being phony, which is draining to most of us.  Nothing could be further from the truth.  Outcome-driven networking requires being real, which is energizing and puts you in your best light.  This also means successful networking strategies differ, based on individual’s personality types.  I go into much more detail on this – including a self-assessment – in my book Networking for People Who Hate Networking (Berrett-Koehler 2010).

Is there a difference between networking and connecting?

That is an insightful question!  Really…no. When understood and executed correctly, networking is simply about building meaningful connections, one person at a time.  The title “Connecting for People Who Hate Connecting” isn’t quite as snappy, though.

How has your profession changed since the explosion of online and social media?

I do a lot of live training seminars.  Some organizations have turned to online training because it eliminates travel and expense.  However what they lose is person-to-person connection so the value is greatly diluted.  I’m still busy!

We also talked about personal branding, Stottlemyer named Abe Lincoln as the ultimate “authentic personal brand.” Like the nonprofit sector, Stottlemyer believes that when building professional relationships, you must focus on your connection’s needs.  This way you create a sustainable, mutually beneficial relationship.

What is your background?

I am currently the CEO of ITSolutions, a mid-market information technology and management solutions company that serves both government and commercial customers, with a strong focus on the Federal health IT market.  We are backed by private equity firm SnowPhipps.  Prior to ITSolutions, I co-founded and led Apogen Technologies as Chief Executive Officer.  Like ITSolutions, Apogen was also private equity backed by Arlington Capital Partners.  In late 2005 Apogen was sold to QinetiQ.  I also served as Chief Financial Officer of BTG (now part of L-3) and as a member of the senior executive management team of BDM International (now part of Northrop Grumman).  I have also had some very interesting work experiences outside of the technology industry, including serving as President of McGuireWoods Consulting, President and CEO of the National Federation of Independent Business, the nation’s largest business advocacy group, and as an Executive Vice President with the Inova Health System.

How would you describe your personal brand?

I work very hard to involve myself in purposeful work, whether it is for my business or for other civic or philanthropic commitments.  Someone once told me very astutely that “life is not a dress rehearsal.”  He is right.  I have always tried to work for or build organizations that did work that really matters, work that you are proud of without any hesitation.  That really drives me.  I would hope that others see me as a servant leader, someone who is most interested in the success of others and not concerned about getting the credit.  As someone who played sports through college, I really believe teams win.  Yes, teams need strong leaders, but there is nothing more satisfying to me than watching a group of individuals take on a grand effort or task and then win and succeed as a team.  Team wins are still a big adrenaline rush for me.

What are some best practices for other executives when building their brand?

Be authentic.  I think authenticity is one of the most important attributes of leadership today.  Be yourself and don’t try to be someone you are not.  Employees and others see right through a lack of authenticity.  I am big fan of President Lincoln.  He was an authentic leader.  Lincoln had a clear vision for the future (a nation, not just a country) and provided authentic leadership at a time in our history when it was most needed.

What do most folks do wrong when trying to network?

They focus only on what they can get out of the relationship instead of building a mutually beneficial relationship.  They also focus on how many connections or friends they can have in their network without really putting the time into building a real and lasting relationship with a smaller number of individuals.  While it is nice to have a lot of friends and so-called connections, the old saying that you only get out of something what you put into it is right on target.  I would encourage people to build their network, but do it in a meaningful way that creates real relationships that are mutually beneficial and personally enjoyable.

How has been being a connector helped you?

I have been truly blessed with a set of long-term mentor relationships that have helped me develop and grow.  These have been much more than just connections to me.   People like Earle Williams, Dan Bannister, Bill Conway, Phil Odeen, Ed Bersoff, and Mike Daniels have been great mentors and friends to me over the years.  I have tried to “pay it forward” by mentoring others in the same way that I received so much helpful advice and great counsel from my mentors.  I have particularly enjoyed the opportunity to serve as a guest lecturer over the past seven years for an “Entrepreneurial Value Creation” course that is taught at the MBA program at the Wharton School of Business by a good friend of mine, Dr. Terry LaPier.  It is a great treat to interact with the students.  I have also served and continue to serve on a number of corporate advisory boards and boards of directors.  These are great opportunities to help others grow their businesses and share with them both your successes and failures.

You have been very involved in the community.  Why is that important to you?

I worked at BDM International for over 12 years.  BDM had a fascinating corporate history – private company, public company on the AMEX, sold to Ford Motor Company, management buyout with The Carlyle Group, public company again on the NASDAQ, and then eventually sold to TRW.  As both a public company on two occasions and as a private equity backed company by The Carlyle Group, BDM provided superior returns to its shareholders.  In fact, there are very few companies that can match BDM’s record for shareholder value creation.  At the same time, BDM stressed active corporate citizenship.  The leadership of the company, first Earle Williams and then Phil Odeen, truly believed that creating shareholder value and giving time and money to the community went hand in hand and were mutually inclusive, not exclusive.  They stressed that the strength of our company was our people and that building outstanding communities where our people lived and worked was a very important corporate objective.  They always led by example with their personal time and money.  I have tried to do the same.

Do you use social media to help your on-line brand?

I have LinkedIn, Facebook, and Twitter accounts.  I probably rely the most on LinkedIn to help me with my professional connections.  I started a Facebook account initially because I wanted to keep track of the activities of my three teenagers.  I enjoy keeping in touch with Facebook friends and do really like the ability to post interesting pictures from trips.  Twitter is just too much for me, and I have a hard time believing there is really anybody out there who wants a play-by-play of my day’s activities or thoughts.

What is something most people don’t know about you?

There are two things most people don’t know about me.  First, I learned to ski when I was 37 years old.  The first two days would have filled up a year’s worth of episodes for “America’s Funniest Home Videos.”  I was that bad.  My instructor had the patience of Job!  But I stayed with it, and now, without any immodesty, I count myself as a pretty accomplished skier.  Most importantly, I really love to ski with my family.  We have a great time together.  The second is my passion for improving the lives of children.  Several years ago, I, along with a few other people interested in this cause, helped start a nonprofit organization called Helping Children Worldwide (www.helpingchildrenworldwide.org).  Today, we have activities and programs in our local community in Northern Virginia (Connections for Hope) and internationally in Sierra Leone West Africa (Child Rescue Center and Mercy Hospital).  I traveled to Sierra Leone in early March to visit our children and make plans for future expansion efforts in the country.  It is amazing when you are fortunate to be part of an organization that is truly transforming the lives of children in such a positive way.  There is nothing better.

What’s your current role at IBM?

I currently serve as General Manager of IBM’s Global Public Sector. In this role I’m responsible for the strategy, direction, and development of solutions for public sector clients worldwide spanning federal and state and local government, education, health care, life sciences and pharmaceutical industries. I work with a team of more than 7,000 technology, research and consulting services practitioners globally who are playing a key role in IBM’s internationally recognized smarter planet campaign.

How would you describe your personal brand?

Passionate and dedicated to the Public Sector. I joined IBM in 1981 as a systems engineer supporting the Federal Bureau of Investigation and then went on to many other roles within IBM – with the exception of a few, all in the public sector. I’ve been privileged to have worked in re-establishing IBM’s position in the Federal market, and now combining health care, life sciences and education industries to my government portfolio in a global capacity. In my IBM career, while many things have changed – there’s been one constant – namely, helping clients leverage hardware and software technologies, research and deep expertise to improve their operations and deliver quality services their respective constituents.

What are some best practices that you found worked for you in building your brand?

Being grounded in a set of values that guides decision making. It’s helped me stay focused. Being bold — creative and passionate about what one does – and looking to solve challenges in imaginative ways. Leading through collaboration – the world today and many of its problems are so complex that no single individual or company can solve them alone.

How has building a network of people in the public and private sector helped your career?

Fostering a strong and diverse professional network has helped me to be more effective in the business community. These connections – friendships really – have enabled me to expand my knowledge and improve the level of expertise I share with clients and those I work with every day. The varied group of people I’ve met and maintained relationships with through the years has also helped me expand my world view – not only professionally but personally.

What is something most people get wrong when trying to build their personal brand?

Trying to go it alone. It’s just not an effective way to earn trust and respect. Gaining the support and confidence needed to succeed requires the help of others, and they’ll need your cooperation too. Collaboration is so very important. It’s ultimately more gratifying as well. It may seem easier to do it yourself, but you’ll achieve better results and feel a greater sense of accomplishment working collaboratively.

You are deeply involved in the community. Tell us why that’s important to you.

Giving back to the community is very important to me. Like all of us, we are who we are because of the families and communities we came from and because of the colleagues we have worked with and the great clients we have served. I try to give back by helping where I can. I serve on the boards of the Northern Virginia Technology Council, the James Madison University Executive Advisory Council, the National Symphony Orchestra, and the National Kidney Foundation. It’s an honor to serve the larger community this way.

What is the best piece of advice that you have ever received?

Don’t take yourself too seriously and always, always make sure you keep that important balance between your dedication to your career and your love and commitment to your family.

Stu Shea

Shea believes that an emphasis on community team building and that the wisdom of crowds sparks business innovation, social media is one way to start the discussion. Regarding personal brand, Shea suggests that most executives relay on a narrow set of skills to get through life, instead of engaging with a variety of people and outlets.

You are essentially the founder of the United States Geospatial  Intelligence Foundation (USGIF). Please tell us more and where the organization is today.

USGIF’s purpose is to promote the geospatial intelligence tradecraft and to develop a stronger community of interest between who share a mission focused around the development and application of geospatial intelligence to address national security objectives. I count myself extremely fortunate to have had the opportunity to lead the USGIF for the past 8 years. USGIF has become the defining catalyst that has brought government, industry, academia and professional organizations together to promote the tradecraft of geospatial intelligence. The stand-up of the foundation was challenging in that we attempted to build a community or professionals, from multiple disciplines, who saw the benefit of the establishment of that community as more important than the achievement of their own personal agendas or goals.

Our approach was twofold: first, we set out to provide a public forum to allow for an interchange of what is happening in the discipline. The result of that was a series of symposia, most noteworthy being the annual GEOINT Symposium which has now become the largest gathering of intelligence professionals each year, attracting almost 4,500 attendees. Our second approach was to focus on education, and to have the community at large share the responsibility for bringing young professionals into our ranks. We have achieved that by promoting educational programs and accrediting university academic programs that meet the stringent requirements of our community. We have also supported that goal by providing scholarships to high school, undergraduate, and graduate students to pursue studies in the geospatial intelligence discipline. USGIF has become very successful. With that success, the time had come to bring on board a full-time president to help enable USGIF to lead the GEOINT community into the future. Two years ago I stepped aside as USGIF president, but I continue to serve as CEO and chairman of the board of directors. This step is a very important and exciting one for USGIF, and we are elated that our new president Keith Masback has taken the foundation to a whole new level of success, well beyond that which I could have ever envisioned. Keith and his team now sponsor numerous community venues, they have built an exceptional academic certification process, and have inspired a whole new generation of intelligence analysts to enter our community.

How would you describe your personal brand?

The hallmarks of my brand, maybe better termed a philosophy, is first built upon a set of core values: honesty, integrity, commitment, teamwork, honor, respect, urgency, communication, passion, and having a broad community perspective. I operate by a set of personal values and I openly share my philosophy with my team. Some of the elements of that philosophy are the following: I believe that we are all honored to work for this great nation and the contributions we make every day serve to protect and defend our nation; I believe in a culture of partnership, teamwork, and active, not passive, leadership – by actively embracing leadership principles, and by not just talking about them; I believe in an attitude of winning as a team, and believe strongly that the team is the sine qua non of leadership success; I believe in a strong, coordinated business rhythm across capture, proposal, and execution of business, and believe that extends through line, technical, program and management services—there can be no “us and them” in execution of business; I believe in financial rigor, focused on repeatability, and being good stewards of a company’s investments and our customers’ funds. I believe strongly in a sense of urgency and I expect the same of all that work for me; I believe in absolute integrity, ethics and fairness—there is no gray in this belief—it is black and white; finally, I believe in having fun; in fact, I believe strongly in a zealous need for it. How this all manifests itself in my “brand” is not what I can control, but what others think of how I adhere to my philosophical underpinnings. I would like to believe that my personal brand is one of a someone who has made a positive impact on peoples’ lives, someone who leads by example, who isn’t afraid of the unknown, has respect for the individual, delivers on my promises, and inspires people to dream more, to achieve more, and to go places that they don’t necessarily want to go but ought to.

What are some common mistakes executives make when trying to build their personal brand?

Leaders often fail because they generally don’t recognize that there is a wide set of conditions that they must operate in, and each situation may test their ability to stay true to their own value system. Unless they have the ability to morph to the specific situations, they also may be overly reliant on a particular set of skills they have attained in their ascension to the top. Likewise, they may not realize that they are constantly in a spotlight and that people will often hang onto every word, or see every action they take as literal interpretations of who you are. My suggestion is that you live by a core set of values (your own credo) that provides a moral vector and constant reminder of what is important, how you make decisions, and how you (and others) judge success and failure in relation to it. Once you have shared that set of values with others, you must live up to them, treat others  with courtesy, respect and dignity, and you must be consistent with how execute your role, specifically so that people who interact with you know how you reach decisions. Lastly, you must be impeccable in all your dealings with others with regard to trust and integrity; it only takes one misstep to erase decades of righteousness.

How has being connected to the right people helped your career?

I am not sure I can define who the “right people” are, but I tend to build a pretty broad network of “good people.” Everyone in their own right may provide a connection, an introduction, a job referral, etc. when it is most needed, but frankly you never really know that when you first meet them—so how would you know who is right? I take a different approach…I learn a lot from others’ successes, failures, experience, ideas, and I use them in creating my own brand. I accept an on-going process of self-discovery and personal growth, and listen to those who can help shape my thinking. I’ve been blessed to have had great mentors along the way, who have collectively shaped my philosophy and skills, both what to do and what not to do, and I am a product of their shaping, their style, their influence, and their actions. The adage “don’t burn bridges” is a critical element of building a network; you never know who your next boss, customer, or co-worker will be, so I work very hard to build positive relationships with everyone I can. In the long run, that “reputation” has served me well and has preceded and aided my career choices. Having said that, however, I believe we need to be more concerned with our own “character” than with our “reputation” because we can control the former; we cannot control the latter. If your character is impeccable, however, your reputation will most assuredly be the same.

How have you leveraged social media to solve a problem?

I have long been a user of blogs, on-line knowledge searches, etc., and have gone through all the fashionable social media applications of LinkedIn, Facebook, Twitter, etc., but I find the utility in all of them is the look at connections and who is talking to who, and what they are saying. As you know, often the best way to solve problems is let as many people as possible solve it for you. It amazes me how a simple topic takes on global visibility when it goes viral on the web, so using that as a metaphor for shaping peoples’ ideas and thoughts, selling a concept, or just testing the waters on what opinions are out there has become a means to an end with me. I will often publish a simple thought at work in an e-mail or website posting that invites responses, just to see what concerns people, or what is on their minds. Likewise, I will often link up with people on email distribution lists, on-line contacts, etc., just to look at the “Kevin Bacon” connections of who knows who and how that changes over time. Lastly, I also am aware that just because something is written in some social media, it doesn’t mean it is true; I use all these forms of communication as sources, not as facts.

What is the best piece of advice that you have ever received?

My Thesis advisor, once shared a quote with me from 19th century philosopher, Arthur Schopenhauer. He said “The value of what one knows is doubled if one confesses to not knowing what one does not know.” Schopenhauer suggested, in other words, as soon as you realize how little you know, you will be a whole bunch smarter. That advice drove as insatiable appetite to learn throughout my career, and made me more fully aware of the great benefit of finding something to learn from each and every person I interacted with. Building my personal brand, then, was made possible by constantly morphing and reshaping who I was throughout my career as I learned from each and every person and situation.  I extend that to everyone I work with. I will visit the mailroom, the IT person, the HR professional, the recruiters, the facility engineers, and everyone else that works hard to contribute to our success. I learn something from all of them.

What is something most people don’t know about you?

Like anyone else, I live a very public “private life” that makes it increasingly hard to keep something that I can add to that list as a surprise! Perhaps the more entertaining items that are not generally well known are the following: 1) Shea Stadium, home of the NY Mets for 45 years, was named after a distant relative; 2) my family owned the original dog used by Walt Disney in the movie 101 Dalmatians (in 1957); and 3) I played guitar and sang at coffeehouses to put myself through college.

Stan Krejci

How would you describe your personal brand?

Preparing individuals and building company borads for the future.

What do most professionals get wrong when they are interviewed?

They talk too much. Their answers are not strategic but generally more tactical or laced with too many stories from the past. They are not concise, focused. They are not concentrating on addressing “what they can do for the company” but seem to be more interested in what the company can do for them.

What sort of questions should someone asking when looking to hire a coach?

a.What is the process?

b. What are the anticipated outcomes?

c. What is the cost?

d. Will I be able to work effectively and confidentially with the coach?

e. Is the coach willing to provide references?

f. What is the background of the coach?

Why is having a Board of Advisors important to small and growing companies?

A Board of Advisors (which has a focus on corporate governance, fiduciary responsibilities, and strategic direction v. a business development board) enables an entrepreneurial founder to think outside of his/her comfort zone; almost daring him.her to be “great.” They can surround themselves with quality and experienced advisory board members who have walked their walk, encountered road blocks, had successes and even some failures that will enable the company on whose board they sit to more effectively achieve the company’s strategic goals, growth objectives, etc. They will get honest, unfettered feedback from individuals who have the best interest of the company.

How has being “connected” to the right people helped your career or business?

It opens doors to opportunities and highly talented and successful people and companies. It enhances my capabilities in being a better career consultant and provides exposure to a wider pool of strong individuals who can provide expertise to companies, whether as a new leader or as a member of a company’s board of directors.

What is something most people don’t know about you?

That I took up painting after a 50 year hiatus although my finished work puts me at the bottom of the artistic talent pool! However, fun and relaxing.

Shana Glickfield, partner at the public affairs communications group Beekeeper, discusses the ‘do’s’ and ‘don’ts’ when building a personal brand. The goal of the Beekeeper Group is to lead the public affairs sector “towards a community-based, hive-driven approach.” Glickfield also lists some basic first steps when starting your online brand.

What is your background?

I actually have a Bachelors of Science degree in Environmental Policy and a law degree from Temple University, but somehow ended up with a career in digital communications.

What are some basic/simple ways individuals can build their personal online brand if they are not extremely tech savy?

It’s important that people take the time to create a personalized web destination to steer people to for professional networking.  I think that’s it’s really easy to create a website even if you are not tech savvy through tools like WordPress or About.me, but if that is too intimidating then just use LinkedIn.

How have you used social media to advance your career/business?

I use Facebook as my rolodex and use it constantly to share news, events, and generally keep in touch with my network.

How do you build trust when working on your personal brand?

I try to walk the fine line of sharing enough information that I connect on deeper level with people online, but not so much that I overshare or make people uncomfortable.

What do individuals often do wrong when trying to build their brand?

People often think cultivating a personal brand means always talking about yourself.  I’m a big follower of Keith Ferrazzi (author of Never Eat Alone) who suggests to always find ways to help and get to know others as way of building your brand and network.

What social media tool works best for personal branding and why?

Twitter!!!  It’s short and immediate, and therefore less overwhelming than long form blogging.

What is something most people don’t know about you?

Despite my obsession with all things digital, I still use a paper calendar/planner.    Shhh…..