- Email: [email protected]
Marketing yourself
Zinmmrmann/JOURNALOF EMERGENCYNURSING
8.
Marketing Yourself ~ Question
Any suggestions about enhancing my marketability in today's employment upheaval?
Check out the "You" brand's value in the marketplace on a regular basis. You do not have to be looking for a job to go on a job interview. I picture today's career not as a ladder, but a checkerboard or maze where sometimes the best move is "backwards." Be a broad-gauged visionary, regarding your career as a portfolio of projects. And finally, understand that the need for updating the brand "You" remains constant. ~
Answer No. 1
Today, brands are important and each individual must constantly build and market the brand, "You." Case in point: is the sender of the Email message a major factor in which one you decide to look at first? You can accomplish this "brand-building" through the following strategies: 1. Become an expert at something that has real value. Help conceptualize what distinguishes you from others by describing in 15 words or less what makes you different. 2. Focus relentlessly on what you do that adds value, that you are proud of, and can shamelessly personally take credit for. The "feature-benefit model" helps articulate personal strengths as marketable qualities (e.g., you anticipate and solve problems [feature] and thus save money and customer service interruptions [benefit]). 3. Enhance visibility to market this brand "You." Activities such as teaching a class or writing a piece for a local newspaper create a multiplying effect of more contacts. 4. Actions you do (or choose not to do) communicate value and character; people notice the style and the p a c k a g i n g in our crowded world. Everything matters, from answering your phone messages to making contributions at meetings short and to the point. 5. Obtain and use influence power intelligently and responsibly in small, slow, and subtle ways. A powerful presence is attractive in a brand. Two key (but often avoided) tasks that help to accomplish this are (1) writing meeting agendas and (2) writing postproject reports, since both influence an organization's content and history. 6. Write a mission statement for "Me Inc." and then search for projects that fit your personal definition of success. Today's action is in projects: 70% of your time should be spent in them. 7. Be a great teammate and supportive colleague. Loyalty today is focused on your team, your project, your customers, and yourself. However, any "selfish" personal development and networking also enrich the company through your contributions.
The "feature-benefit model" helps articulate personal s t r e n g t h s as marketable qualities (e.g., you anticipate and solve problems [feature] and thus s a v e m o n e y and c u s t o m e r service interruptions [benefit]}.
Answer No. 2
I always take the initiative and introduce myself (as the nurse in charge of the patient, as the manager of this unit, and so on) when encountering unknown individuals, such as physicians or administrators. I have noticed many nurses tend to hang back unless the other person acts first. I also regularly seek to interact with individuals from other d e p a r t m e n t s including finance. These simple assertive patterns have helped me to become a known entity within my institution and among its leadership and to be mentioned when an opportunity for promotion becomes available.--Mike Gorman,
RN, Unit Manager, Hartgrove Hospital, Chicago, Illinois
Answer No. 3
Nurses, more than any other professionals we have worked with, tend not to promptly give the necessary information to journalists. There seems to be a paralyzing fear of the media and a corresponding "protect," rather than "promote," response. This is a strategic error because it is essential that nurses have media visibility. Enhance a positive relationship by (1) returning phone calls promptly, (2) offering to fax or send materials (that you will always have handy) on your programs and innovations, in-
February 1998 77
JOURNAL OF EMERGENCY NURSING/Zimmermann
c l u d i n g a n y r e s e a r c h s t u d i e s t h a t b u t t r e s s your case, a n d (3) w o r k i n g w i t h your h o s p i t a l p u b l i c relations d e p a r t m e n t to d e v e l o p b o l d strategies.2--Suzanne
y o u r energies.3--Marlene Caroselli, EdD, Trainer,
Stg'llPath, Mission, Kansas
Gordon, Journalist, Allington, Massachusetts
Permission To Use
I always take the initiative a n d i n t r o d u c e m y s e l f (as t h e n u r s e in c h a r g e of t h e p a t i e n t , as t h e m a n a g e r of t h i s unit, a n d s o on) w h e n encountering unknown i n d i v i d u a l s , s u c h as p h y s i c i a n s or a d m i n i s t r a t o r s . I have noticed many nurses t e n d to h a n g b a c k u n l e s s t h e o t h e r p e r s o n a c t s first.
[] Question I saw a patient satisfaction survey I like in a journal article. Can our department just start using it? Answer No. 1
It is n e c e s s a r y to c o n t a c t t h e article's p u b l i s h e r ( c o p y r i g h t owner) a n d r e q u e s t a r e p r i n t perm i s s i o n form, w h i c h often a s k s for a d e s c r i p t i o n of t h e i n t e n d e d use. W h e n w r i t t e n p e r m i s s i o n is g r a n t e d , k e e p a c o p y a n d follow t h e i r i n s t r u c t i o n s for a c k n o w l e d g i n g t h i s p e r m i s s i o n . It is a p r o f e s s i o n a l c o u r t e s y to also c o n t a c t a n d inform t h e a u t h o r a b o u t your pro-
ject.--Janet t-I Davis, MBA, PhD, RN, C, Consultant and President, Advanced Practice Associates, Chicago, 171inois; 773-792-8126 References
Answer No. 4
t find t h a t p e o p l e s e e k i n g self-promotion u s u a l l y w a n t a n effect on t h e i r p r e s t i g e , power, or p a y c h e c k . All are l e g i t i m a t e c o n c e r n s ; t h e s e c r e t is to focus on a c t i v i t i e s w i t h t h e m o s t effect for t h e s p e cific goal t h a t m o t i v a t e s you. For i n s t a n c e , if y o u d e s i r e p r e s t i g e , s e e k t h a t outc o m e t h r o u g h a c t i v i t i e s s u c h a s b e c o m i n g a n officer in a n o r g a n i z a t i o n , p r e s e n t i n g a proposal, b e g i n n i n g a t r a d i t i o n , or offering s o m e o n e a s s i s t a n c e w i t h s o m e t h i n g w h e n it is n o t e x p e c t e d . P o w e r c a n b e o b t a i n e d t h r o u g h a s s o c i a t i o n , e x p e r t power, or t h e role of a k n o w l e d g e broker. A t t e n d a t l e a s t o n e e d u c a t i o n a l offering a y e a r a n d s e t t h e goal of a d d i n g a t l e a s t 10 n e w c o n t a c t s p e r y e a r to your Rolodex. P a y c h e c k s are often e n h a n c e d b y t e a c h i n g (courses, c o n s u l t i n g , writing) from your e x p e r t i s e . D i s c e r n i n g w h a t is a n i n c e n t i v e for y o u will h e l p effectively d i r e c t
78 Volume 24, Number 1
1. Peters T. The brand called You TM. Fast Company 1997;2: 83-94. 2. Buresh B, Gordon S. We've never found a profession as difficult to cover. Chicago Tribune 1996 Oct 30; Nursing News:3. 3. Caroselli M. Promoting yourself. Mission, (KS): SkillPath Publications; 1995.
Management questions from nurses are welcome, as are names a n d addresses of nurses in management who are interested in answering questions. Submit to Polly Gerber Z i m m e r m a n n , RN, MS, MBA, CEN, 4200 iV. Francisco, Chicago, IL 60618; phone (312) 335-4060; E-mail: [email protected] OrBarbara Pierce, RN, MN, 4512 Lake Valley Dr., Birmingham, AL 35244; phone (205) 939-5789.
8.
Marketing Yourself ~ Question
Any suggestions about enhancing my marketability in today's employment upheaval?
Check out the "You" brand's value in the marketplace on a regular basis. You do not have to be looking for a job to go on a job interview. I picture today's career not as a ladder, but a checkerboard or maze where sometimes the best move is "backwards." Be a broad-gauged visionary, regarding your career as a portfolio of projects. And finally, understand that the need for updating the brand "You" remains constant. ~
Answer No. 1
Today, brands are important and each individual must constantly build and market the brand, "You." Case in point: is the sender of the Email message a major factor in which one you decide to look at first? You can accomplish this "brand-building" through the following strategies: 1. Become an expert at something that has real value. Help conceptualize what distinguishes you from others by describing in 15 words or less what makes you different. 2. Focus relentlessly on what you do that adds value, that you are proud of, and can shamelessly personally take credit for. The "feature-benefit model" helps articulate personal strengths as marketable qualities (e.g., you anticipate and solve problems [feature] and thus save money and customer service interruptions [benefit]). 3. Enhance visibility to market this brand "You." Activities such as teaching a class or writing a piece for a local newspaper create a multiplying effect of more contacts. 4. Actions you do (or choose not to do) communicate value and character; people notice the style and the p a c k a g i n g in our crowded world. Everything matters, from answering your phone messages to making contributions at meetings short and to the point. 5. Obtain and use influence power intelligently and responsibly in small, slow, and subtle ways. A powerful presence is attractive in a brand. Two key (but often avoided) tasks that help to accomplish this are (1) writing meeting agendas and (2) writing postproject reports, since both influence an organization's content and history. 6. Write a mission statement for "Me Inc." and then search for projects that fit your personal definition of success. Today's action is in projects: 70% of your time should be spent in them. 7. Be a great teammate and supportive colleague. Loyalty today is focused on your team, your project, your customers, and yourself. However, any "selfish" personal development and networking also enrich the company through your contributions.
The "feature-benefit model" helps articulate personal s t r e n g t h s as marketable qualities (e.g., you anticipate and solve problems [feature] and thus s a v e m o n e y and c u s t o m e r service interruptions [benefit]}.
Answer No. 2
I always take the initiative and introduce myself (as the nurse in charge of the patient, as the manager of this unit, and so on) when encountering unknown individuals, such as physicians or administrators. I have noticed many nurses tend to hang back unless the other person acts first. I also regularly seek to interact with individuals from other d e p a r t m e n t s including finance. These simple assertive patterns have helped me to become a known entity within my institution and among its leadership and to be mentioned when an opportunity for promotion becomes available.--Mike Gorman,
RN, Unit Manager, Hartgrove Hospital, Chicago, Illinois
Answer No. 3
Nurses, more than any other professionals we have worked with, tend not to promptly give the necessary information to journalists. There seems to be a paralyzing fear of the media and a corresponding "protect," rather than "promote," response. This is a strategic error because it is essential that nurses have media visibility. Enhance a positive relationship by (1) returning phone calls promptly, (2) offering to fax or send materials (that you will always have handy) on your programs and innovations, in-
February 1998 77
JOURNAL OF EMERGENCY NURSING/Zimmermann
c l u d i n g a n y r e s e a r c h s t u d i e s t h a t b u t t r e s s your case, a n d (3) w o r k i n g w i t h your h o s p i t a l p u b l i c relations d e p a r t m e n t to d e v e l o p b o l d strategies.2--Suzanne
y o u r energies.3--Marlene Caroselli, EdD, Trainer,
Stg'llPath, Mission, Kansas
Gordon, Journalist, Allington, Massachusetts
Permission To Use
I always take the initiative a n d i n t r o d u c e m y s e l f (as t h e n u r s e in c h a r g e of t h e p a t i e n t , as t h e m a n a g e r of t h i s unit, a n d s o on) w h e n encountering unknown i n d i v i d u a l s , s u c h as p h y s i c i a n s or a d m i n i s t r a t o r s . I have noticed many nurses t e n d to h a n g b a c k u n l e s s t h e o t h e r p e r s o n a c t s first.
[] Question I saw a patient satisfaction survey I like in a journal article. Can our department just start using it? Answer No. 1
It is n e c e s s a r y to c o n t a c t t h e article's p u b l i s h e r ( c o p y r i g h t owner) a n d r e q u e s t a r e p r i n t perm i s s i o n form, w h i c h often a s k s for a d e s c r i p t i o n of t h e i n t e n d e d use. W h e n w r i t t e n p e r m i s s i o n is g r a n t e d , k e e p a c o p y a n d follow t h e i r i n s t r u c t i o n s for a c k n o w l e d g i n g t h i s p e r m i s s i o n . It is a p r o f e s s i o n a l c o u r t e s y to also c o n t a c t a n d inform t h e a u t h o r a b o u t your pro-
ject.--Janet t-I Davis, MBA, PhD, RN, C, Consultant and President, Advanced Practice Associates, Chicago, 171inois; 773-792-8126 References
Answer No. 4
t find t h a t p e o p l e s e e k i n g self-promotion u s u a l l y w a n t a n effect on t h e i r p r e s t i g e , power, or p a y c h e c k . All are l e g i t i m a t e c o n c e r n s ; t h e s e c r e t is to focus on a c t i v i t i e s w i t h t h e m o s t effect for t h e s p e cific goal t h a t m o t i v a t e s you. For i n s t a n c e , if y o u d e s i r e p r e s t i g e , s e e k t h a t outc o m e t h r o u g h a c t i v i t i e s s u c h a s b e c o m i n g a n officer in a n o r g a n i z a t i o n , p r e s e n t i n g a proposal, b e g i n n i n g a t r a d i t i o n , or offering s o m e o n e a s s i s t a n c e w i t h s o m e t h i n g w h e n it is n o t e x p e c t e d . P o w e r c a n b e o b t a i n e d t h r o u g h a s s o c i a t i o n , e x p e r t power, or t h e role of a k n o w l e d g e broker. A t t e n d a t l e a s t o n e e d u c a t i o n a l offering a y e a r a n d s e t t h e goal of a d d i n g a t l e a s t 10 n e w c o n t a c t s p e r y e a r to your Rolodex. P a y c h e c k s are often e n h a n c e d b y t e a c h i n g (courses, c o n s u l t i n g , writing) from your e x p e r t i s e . D i s c e r n i n g w h a t is a n i n c e n t i v e for y o u will h e l p effectively d i r e c t
78 Volume 24, Number 1
1. Peters T. The brand called You TM. Fast Company 1997;2: 83-94. 2. Buresh B, Gordon S. We've never found a profession as difficult to cover. Chicago Tribune 1996 Oct 30; Nursing News:3. 3. Caroselli M. Promoting yourself. Mission, (KS): SkillPath Publications; 1995.
Management questions from nurses are welcome, as are names a n d addresses of nurses in management who are interested in answering questions. Submit to Polly Gerber Z i m m e r m a n n , RN, MS, MBA, CEN, 4200 iV. Francisco, Chicago, IL 60618; phone (312) 335-4060; E-mail: [email protected] OrBarbara Pierce, RN, MN, 4512 Lake Valley Dr., Birmingham, AL 35244; phone (205) 939-5789.