Personal Branding
Personal Branding is already conflicting with Company Branding outside the work place. A middle school teacher was suspended with pay for making remarks about her students on Face Book (Norwalk, 2010). A woman was fired after criticizing her boss on face book (“Fired over Facebook,” 2011). A young man was rejected for a position at Cisco because he tweeted that he had to weigh the fat paycheck against the drive and work (Popkin, 2009). These examples go on and on. Entire sites have been dedicated to helping employees build their personal brands without conflicting with their company brand (Schawbel, 2009).
However, the issue of employee’s personal branding will grow in the minds of middle management as their private and public lives begin to blur. David Snyder predicts that in the future the boundaries between private and work life will diminish, we will always be on call (2004). While most personal brands will be seen as an asset to companies others may inadvertently become liabilities.
As a middle manager in 2020 I could see where conflicts in Branding could be a big issue. Forecasters already predict an increase in personal branding outlets (Lorenz, 2010). Forecasters are also predicting a shortage of talented employees for the future (Lorenz, 2010). Christina Dahlblom of Stockholm School of Economics is warning business to be ready for the talent war in 2020 (2010).
I assert that businesses in the future will sacrifice employee character for needed talent and expertise. This sacrifice will be a big challenge for middle managers. Middle managers will need to mitigate personal brandings that are in direct conflict with the organizations brand while keeping needed talent.
Several challenges lay in the path of the middle managers of the future. In order to mitigate personal branding conflicts, middle managers will have to know about most types of social media. Currently there are several forms of social media outlets, but the number and
However, the issue of employee’s personal branding will grow in the minds of middle management as their private and public lives begin to blur. David Snyder predicts that in the future the boundaries between private and work life will diminish, we will always be on call (2004). While most personal brands will be seen as an asset to companies others may inadvertently become liabilities.
As a middle manager in 2020 I could see where conflicts in Branding could be a big issue. Forecasters already predict an increase in personal branding outlets (Lorenz, 2010). Forecasters are also predicting a shortage of talented employees for the future (Lorenz, 2010). Christina Dahlblom of Stockholm School of Economics is warning business to be ready for the talent war in 2020 (2010).
I assert that businesses in the future will sacrifice employee character for needed talent and expertise. This sacrifice will be a big challenge for middle managers. Middle managers will need to mitigate personal brandings that are in direct conflict with the organizations brand while keeping needed talent.
Several challenges lay in the path of the middle managers of the future. In order to mitigate personal branding conflicts, middle managers will have to know about most types of social media. Currently there are several forms of social media outlets, but the number and
References: Popkin, Helen. (2009, March 3). Twitter gets you fired in 140 characters or less. Retrieved from http://www.msnbc.msn.com/id/29796962/ns/technology_and_science-tech_and_gadgets/ Schawbel, Dan Snyder, David. (2004). Five meta-trends that are changing our world. Consulting Futurist, Retrieved from http://www.davidpearcesnyder.com/five-meta-trends_that_are_changing_our_world.htm Lorenz, Mary Qualman, Erik. (2009). Socialnomics: how social media transforms the way we live and do business. Hoboken, NJ: John Wiley & Sons Inc. Woodruff, Judy. (2010, July 9). Social media in 2020 and beyond. Retrieved from http://www.pbs.org/newshour/rundown/2010/07/social-media-in-2020-and-beyond.html Tudor, Ben Shirky, Clay. (2010). Cognitive surplus: creativity and generosity in a connected age. The Penguin Press HC. Drucker, Peter. (2002). They’re not employees, they’re people. Harvard Business Review, Retrieved from http://hbr.org/2002/02/theyre-not-employees-theyre-people/ar/1