Harvard Business Review on this subject says:
Building a strong leadership brand requires that companies follow five principles. First, they have to do the basics of leadership—like setting strategy and grooming talent—well. Second, they must ensure that managers internalize external constituents’ high expectations of the firm. Third, they need to evaluate their leaders according to those external perspectives. Fourth, they must invest in broad-based leadership development that helps managers hone the skills needed to meet customer and investor expectations. And finally, they should track their success at building a leadership brand over the long term. Before considering these principles in more detail, however, let us consider why relatively few companies are able to establish leadership brands in the first place....
If you are interested I can offer a simple 5 step article to define your personal brand. This might feel a bit clunky, but it establishes the principles of being who people expect you to be in a role, and developing your skills in a framework that others can understand. Your personal brand demonstrates the company's.
Building on this foundation you can then excel and be remarkable (unexpected within context). As much as we might pooh pooh this idea (why do I need to be remarkable? Tall Poppy syndrome?). It's true that any interaction of value is based on someone thinking you are worth the time of day – and in marketing terms wants to talk about you. (literally remarkable) So it's essential for customers, your employer (and staff) to get you.
William Arruda writes, ‘In this day of celebrity brands, it is becoming essential for senior executives to build and communicate their personal brands to expand both individual and corporate success. An executive’s brand is his/her promise of value. It separates executives from their peers and allows them to expand their personal success while building greater success for their organisations. Executive branding is not about building a special image for the outside world; it is about understanding an executives unique combination of rational and emotional attributes – his/her strengths, skills, values and passions – and using these attributes to stand out.
Arrudas website is at http://bit.ly/cwDKl4 and offers a variety of tools including a personal brand assessment, free, 15 day trial version called 360°Reach.
Another idea: try working with the SCAMPER model on yourself.
What Space do I occupy? Could I Combine some actions, roles, to make them better? Should I Adapt my learning in one area to another? What should I Magnify about myself (or Modify) Could I Put some skills to another use? What is not Essential - What can I Eliminate? Do I need to Reverse (or Rearrange) some things?
We should stand out. Ideally attractively, with generous value, that connects in each encounter. This means I need to be very much me, but it’s not all about me! Think about your best meetings, the ones that stay memorable and you felt enriched by. They won’t be much about you. It will be about learning and receiving from another, getting them, and finding room. To do this is a high order skill, a bit like learning to play an instrument, and if you can do it you will find it’s really remarkable for you on a personal, and a business level.