SYDNEY, Australia — Leaders should think of themselves as brands that require continuous development, with curiosity serving as a critical ingredient for long-term success, marketing consultant Bryn Conway told attendees at the Global Women’s Leadership Network Leadership Luncheon during the World Credit Union Conference.
Conway, principal of BC Consulting and fractional chief marketing officer for Mid-Atlantic Federal Credit Union, urged attendees to examine not only their organizations’ brands but also the reputations they build as leaders.
“Our work as leaders is never done,” Conway said, encouraging participants to view leadership as an ongoing journey rather than a destination.
Making the Investment
Drawing on her more than 20 years of experience in credit union brand development, member experience and marketing strategy, Conway said organizations invest heavily in building recognizable brands that inspire trust, define identity and create a sense of community. She argued the same principles apply to individuals.
A personal brand, she said, consists of the beliefs, attitudes, feelings and expectations people associate with an individual and ultimately communicates “who you are and what you stand for.”
“I hate to break it to you, but you all have a personal brand whether you like it or not,” Conway said. “When you’re thinking about your personal brand, what would other people say about you? What is your reputation?”
She described a leadership brand as the combination of a person’s reputation and the way they interact with others to influence behavior and produce results.
Four Key Characteristics
Conway also challenged attendees to consider whether they are “likable” leaders, citing Tim Sanders’ book, The Likability Factor. According to Sanders’ research, she said, leaders with a high “likability factor” consistently demonstrate four key characteristics:
- Friendliness.
- Relevance.
- Realness.
- Empathy.
The Fifth Characteristic
Conway added a fifth characteristic she considers equally essential: curiosity.
“Great leaders inspire others to learn, to think about new ways of doing things,” she said. “They honestly are curious about what’s around the corner.”
She encouraged leaders to foster “a culture of curiosity” within their organizations by asking employees to take on assignments outside their comfort zones and by modeling that behavior themselves.
A ‘Keys’ Lesson
As an example, Conway shared her own experience of returning to piano decades after abandoning lessons as a child. Learning again as an adult, she said, has forced her to think differently and has given her new insight into how people learn.
“It challenges parts of my brain and me as a person to do something that’s difficult for me,” she said.
Conway urged attendees to pursue activities—both personally and professionally—that do not come naturally.
“We all like to do things that we’re good at,” she said. “Do something that’s hard for you to do, that you’re not inherently good at. Be curious.”
Conway also shared these key takeaways from her remarks, below.
