Pick in your ratings below. The meaning of each imperative can be easily accessed by clicking on its title.
Now fill in your details below and submit to receive an email with your PDF report. For the avoidance of doubt, there will be no follow up communication from 'THE Strategic Brand' team except if you explicitly request one.
step 4 - your interpretation & Plan
As Chef Geoffrey Zakarian said: “Determine who you are and what your brand is…and what you are not. The rest of it is just a lot of noise”.
Here is an opportunity to assess the depth of alignment between your 'Personal' brand and that of your 'Organisation'. If this assessment reflects a large convergence, feel confident, build on it…and remain eyes wide open on the minor differences.
If it raises that your deep culture, purpose and ways of being, doing and adding value are not fit with those of your enterprise, you should seriously ask yourself whether you want to belong to the organisation for much longer. We have seen remarkable people fail, or at least not fulfil their potential, because of the mismatch between their own and the 'Organisation' brands.
Far from THE Strategic Brand to suggest a standardised feedback here, as it would be both badly incomplete and most likely wrong. However, here are a few criteria and/or questions which you might want to consider while reviewing your assessment.
Overall Scores Comparison
As in the example below, the dark blue line represents your (perceived) 'Personal' brand and the full colour light blue your ‘Organisation/Company' brand.
This self-assessment is about comparing the two scoring, not interrogating each of them individually. For exploring each in absolute terms, please use the ‘Assess your Brand’ section on this site. Here is a broad sense of your 'Personal' brand versus your Organisation brand:
Please sum up the differences for each imperative – in the example above, the sum would be 12, made of: 1 for ‘clarity of purpose’, 0 for ‘culture born & authentic’, 2 for ‘functional & emotional’ etc. And refer to the following simple orientation scale.
Your total Imperatives delta: 0
Ideally, your 'Personal' brand would perfectly overlap with your 'Organisation' brand. If the delta is less than or equal to 4, congratulations as both brands are strongly aligned. With a delta of 5 to 8, some work would be advised on the main areas of difference, obviously ‘functional & emotional’ and ‘strategy guiding’ in our example. 9 or above is a zone of higher gap and requires a strong level of intervention…while beyond 13 calls for a reinvention.
In our example, although 12 represents a high variance, the respective ‘clarity of purpose’, ‘culture born & authentic’ and ‘high value’ are sufficiently close that your 'Personal' and the 'Organisation' brands can probably live together. But it will require value to continue flowing and will take some significant work!
Individual Imperative Scores Comparison
Do you have gaps of 2 or more, like ’functional & emotional’ and ‘strategy guiding’ in our example? Consider this as a significant weakness and/or a risk. A deep dive into the root causes and possible remediation for these individual imperative(s) would be highly advised.
As said, with a variance of 12, a happy cooperation will take real work. The significant difference on ‘strategy guiding’ for example makes you appear rigorous at acting in line with the brand, whereby the organization seems to take a more flexible approach. This will become clear in your mutual dealings, for better or worse, and certainly requires deep consideration.
Sub-system Imperative Scores Review
Equally important is to run the analysis combining selections of imperatives, as guided by the scores. Let’s use our example again as a mean of illustration:
Here, the 'Personal' brand has stronger scores than the 'Organisation' brand on ‘functional & emotional’, ‘rigorous & disciplined’ and ‘strategy guiding’, as well as the external imperatives of ‘connected’, ‘partnering’, ‘customer centric’ and ‘trusted’. This makes up for a strategic, rigorous, dependable and long-term building 'Personal' brand . The organisation seems more superficial, less rigorous and to build its brand mainly on its people. The 'Personal' brand person might become irritated and unsettled that the organisation is rather opportunistic and short-termist and does not value his/her strong foundation building as much as felt necessary.
We hope these high-level indications on the brand diagnostic help your thinking and of course to form plans towards a more resilient 'Personal' Strategic Brand fit with that of your organisation. Please let us know if you would value a next level exchange on the findings, where we can notably use our extensive ‘Strategic Brand’ benchmark.
Many thanks for using the Strategic Brand assessment tool, with very best wishes.