How to Grow Beyond "Brand You"
Here's what the personal branding books and coaches will never admit: you, by yourself, probably aren't big enough to be a brand -- not if your goal is to run a company that employs more than, well, you. That's why Martha Stewart runs Martha Stewart Living Omnimedia, a creative powerhouse that employs hundreds. "Brand Me" was just a start. At some point, she had to bridge to "Brand We."
Ilyce Glink, the ubiquitous real estate journalist, translated her freelance writer's "Brand Me" to a communication consulting and project management firm that employs a team of staff and contractors. Besides blogging about real estate for BNET sister site MoneyWatch and running around the country speaking to corporate groups and conferences, Ilyce owns and operates Think Glink Publishing, which specializes in finance and business communications consulting and content generation for corporations. Here's how she did it. Q. What was your first step in going from "Brand Me" to "Brand We?" A. About ten years ago I was doing a speech for a large mortgage company about the state of the mortgage industry. Afterwards, I went to dinner with some of the corporate folks, and they were telling me that they couldn't get their customers to refinance with them. They said, "We send letters, we call, but nothing works." And I said, "You must not be sending the right information." The idea popped into my head that the process of refinancing isn't an overnight decision. People start researching it, and then they have to find the lender, and it's a long process. I suggested that I create for this company a series of email newsletters that takes people from the point where they might be thinking about refinancing all the way through the process over several weeks.
I came up with a proposal and sent it to them. They came back and asked to pay half of what I'd bid. I said, "Well, then we won't be able to do this," and they met my original price.
Q. You understood the gap between what this company wanted to achieve and how consumers thought about that decision. The leap for you was to apply your skills as a consumer reporter to give these customers a storyline about their decision. A. The real problem that companies have in financial services is that they understand their business, but they don't understand how customers hear that information. I've spent my career explaining complicated financial concepts. The motto of my company is, "you ask, we solve." The newsletter solution worked phenomenally.
Q. That project was a line extension of what you were doing as a solo practitioner. What was the final step to becoming an actual business, with employees and regular contractors? A. It evolved. My book publisher had commented that they'd be interested in working with me on a private-label book. A few weeks later I was talking with someone from Quill. (Quill, a division of Staples, is a mail-order office supply company that primarily serves small businesses.) I asked if they'd be interested in doing a book. At first they said no, but I ended up writing for them "The Really Useful Guide to Working Smarter Not Harder."
Quill wanted to send a thank-you gift to the thousands of office managers who buy from them. I could relate, because I'm a small business owner. I hired a copy editor and a book designer. I interviewed 300 of their customers, and we got great anecdotes. The book provided helpful suggestions to help them do their jobs letter. Quill gave away 100,000 units and got over 1,000 thank-you notes.
Q. By hiring contractors for project teams, you had an incremental transition from "me" to "we." When did you realize that you had to hire someone full time? A. In 2008. We did a big content project for a major credit card company, and we hired someone to manage the copy flow, the photos, and the permissions.
Q. Because she took over the logistical tasks, you were freed up to produce the content, which is what clients ultimately want from your company. What are your three top tips for business owners who want to make the transition from "me" to "we?" A: First, envision yourself doing what you think you want to be doing, and reverse engineer the steps that you need to take to get there. When I start with a big project, I think about the end result and then I think about the production deadlines, the best writers, and the other talent I need. Second, everyone in our office uses the same calendar and virtual project software. Third, plan for growth by finding a mentor who does not do just what you are doing, but who is stronger than you in areas where you are weaker, whether that's negotiating, client service, or just thinking bigger for you than you can think for yourself.
Q: Is there any kind of project you steer away from because you think it would dilute the Ilyce Glink brand? A: If I can't solve the client's problem, I won't take it on. Some technology companies have approached me, and I'm visualizing how I can help them. I understand the [communication] problems, but are there enough hours in the day to craft a solution that is effective for them? I think so, but I'm still researching it.
This Q&A was condensed and edited from the original interview.