Monday, May 16, 2022

Leadership, Silos and Onboarding


To quote Matthew Kobach (@mkobach), "Twitter is a key that unlocks thousands of doors, some of which you never even knew existed." As a member of the Twitterverse for nearly 13 years, I always enjoy meeting new people and learning from them. I recently connected with Bruce Rosenstein and invited him to appear here on my Blog in a Q&A format. Highlights of our conversation follow a brief introduction.

Since 2011, Bruce Rosenstein has been Managing Editor of Leader to Leader, the award-winning quarterly journal co-published by Jossey-Bass/Wiley and the Frances Hesselbein Leadership Forum. For 21 years, he worked for USA TODAY as a librarian/researcher and writer about business and management books for the newspaper’s Money section. Based in Maryland, he is the author of Create Your Future the Peter Drucker Way, and Living in More Than One World: How Peter Drucker's Wisdom Can Inspire and Transform Your Life. His digital footprint includes the following links: www.brucerosenstein.com; https://brucerosenstein.com/blog; https://www.linkedin.com/in/bruce-rosenstein; and Twitter at @brucerosenstein.

QUESTION: How do you recommend that employees who are forced to work in silos by their leadership teams overcome the silos and work together?
BRUCE ROSENSTEIN: Depending on how literally people are being forced, there should always be a degree of personal/individual choice on the part of people who are working in silos. I’d recommend that they continually think of ways to work around the silos and outsmart the situation, including figuring out whether the company/organization is one big silo or a series of silos.

This would also mean finding like-minded people internally and developing ways to work together and share information, and learning more about informal norms and ways of getting things done. It also means that you stay connected, via social media and otherwise, to people outside your organization, within or related to your area of specialty or expertise, especially in case you ultimately decide to work elsewhere.

A great book to read on this subject is The Silo Effect: The Peril of Expertise and the Promise of Breaking Down Barriers by Gillian Tett, an editor and columnist at one of my favorite publications, the Financial Times, who has a PhD in social anthropology from Cambridge University.

QUESTION: If you could have dinner with any leader from history, who would it be and why?
BRUCE ROSENSTEIN: I would choose Socrates, as sort of the original/eternal thought leader. I’d like to fill him in on the whole thought leader construct, and how his ideas have lasted and remained relevant for more than 2500 years. I’d then ask how he thinks he reached that status, and probably brace myself for a Socratic dialogue with the originator of the concept, ideally over coffee.

I think he’d be intrigued by the concept of the Socrates Cafés that have sprung up around the world in recent years. I would bring him a copy of the book by Christopher Phillips, the founder of the movement: Socrates Café: A Fresh Taste of Philosophy.

He might  be interested to learn that questioning, one of the main components of the Socratic Method, has become influential in the business/organizational world. If he could time travel to today and become a consultant, he could name his price!

QUESTION: One of my favorite leadership quotes is from author and consultant Mark Herbert (@NewParadigmer on Twitter): "Leadership doesn't require you to be the smartest person in the room. It requires you to block and tackle for others." What does this quote mean to you?
BRUCE ROSENSTEIN: You may not have to be the smartest person in the room, but you DO have to apply your mind, and think clearly and creatively in the moment so you can be effective. That would mean the supposedly “small things” and “unglamorous things” that can nevertheless be difficult to do well.

It can mean a leader protecting and looking out for people, clearing obstacles that can prevent them from doing their best work, and helping them work through problems. It reminds me of the important concept of servant leadership, which is less than 50 years old, and was originated by the late Robert K. Greenleaf. He was an HR executive at AT&T (and also a New Jersey neighbor and friend of Peter Drucker’s), whose work has been carried on and extended at the Robert K. Greenleaf Center for Servant Leadership.

QUESTION: How can all members of the C-Suite care more about onboarding, which directly impacts corporate culture and employee engagement?
BRUCE ROSENSTEIN: This would have to be part of the corporate/organizational culture itself; how involved upper management is in the process, what components of the process they take seriously and how that plays out internally.

If people really are your greatest asset (which so many organizations say is the case), shouldn’t helping people be successful starting from the beginning of the process, and be adequately supported by as many members of the C-Suite as possible? At the same time, it would be a serious commitment of time and energy, and should not be taken lightly. Done properly, it could even have positive effects related to your earlier question about silos, as it would be a way for people to learn about different departments and components of an organization, and to make contacts and develop lines of communication.

However, if some people, especially in the C-Suite, aren’t taking this seriously, it could be related to exactly what each organization means by the term onboarding, and what the process exactly entails. Is it seen as more bureaucratic and form-filling, rather than an area directly related to results? It could point to the fact that the term onboarding, if not the process, has become a buzzword with a nebulous meaning, and therefore possibly in need of new terminology or different branding. For more background on this, see Patti Waldmeir's "The Perils of Onboarding in a World of Hybrid Work," in the Financial Times, February 7, 2022; and "The Case Against Onboarding," February 27, 2017, by Merrill Perlman in the Columbia Journalism Review.

TWEET THIS: If people really are your greatest asset, shouldn’t helping people be successful starting from the beginning of the process? ~@brucerosenstein #DebbieLaskeysBlog


QUESTION: One of my favorite quotes about leadership is from Arnold Glasow, an American businessman often cited in the Wall Street Journal, Forbes, and other pubs: “A good leader takes a little more than his share of the blame, a little less than his share of the credit.” What does that quote mean to you?
BRUCE ROSENSTEIN: Realistic leaders know that a certain part of their success is due to luck, as well as due to the work and knowledge of other people, circumstances beyond their control, and so on. So it would also play out in reverse, knowing that “failures” are subject to the same invisible laws regarding luck, circumstance, fate, and the work and roles of colleagues, competitors, and so on.

In a broader sense, it means less of a show of ego, more humility, more realization that you will develop a better reputation internally and externally if you strive for this type of balance. It could also directly relate to servant leadership, in one of your earlier questions. Fairly or not, credit/blame in many cases must be shared with others, and allows you to display a sense of grace.

Two recent books come to mind, that I believe amplify this quote: Marilyn Gist’s The Extraordinary Power of Leader Humility: Thriving Organizations - Great Results; and John Baldoni’s Grace Notes: Leading in an Upside-Down World. I’ve edited articles by both Marilyn and John for Leader to Leader.

TWEET THIS: Fairly or not, credit/blame in many cases must be shared with others, and allows you to display a sense of grace. ~@brucerosenstein #DebbieLaskeysBlog


My thanks to Bruce for sharing his inspiring leadership and employee experience insights and for appearing here on my Blog.

Image Credit: Waldemar Brandt via Unsplash.


Note: John Baldoni (@JohnBaldoni on Twitter) has appeared on this blog numerous times (I'm honored to have also met him via Twitter), and I shared a review of his book GRACE NOTES on Business 2 Community.

Check it out here: https://www.business2community.com/books/leadership-tips-for-the-covid-era-02433516

Monday, May 9, 2022

Tips to Become “Change-Capable”

If you’re not familiar with the name Erika Andersen, get ready to be inspired by some valuable leadership take-aways. She stands out wherever she appears in the digital landscape, whether as a guest writer on Forbes, her own website, or on Twitter – or here on my Blog, where she has appeared six times since 2011.

Erika Andersen is the founding partner of Proteus, a coaching, consulting, and training firm that focuses on leader readiness; and over the past 30 years, she has developed a reputation for creating approaches to learning and business-building that are tailored to the challenges, goals, and cultures of her clients. Erika and her colleagues at Proteus focus on helping leaders at all levels GET ready and STAY ready to meet whatever the future might bring. In addition, Erika is the author of many books as well as the author and host of the Proteus Leader Show, a regular podcast that offers quick, practical support for leaders and managers. Follow on Twitter @erikaandersen and @ProteusLeader – and also on the web at www.proteus-international.com. Erika and I recently discussed her newest book, and highlights follow below.

QUESTION: In your new book, Change from the Inside Out, you talk about why change is hard for most people – and that our difficult relationship with change is rooted in our history as humans. Can you explain that?
ERIKA ANDERSEN: I started writing this book, as with all my books, because I was curious about some things. We’ve been working with clients on change for well over a decade, but there were some core things about change that were still puzzling to me.

The first one was: Why is change so hard for most people? As I explored this question, I began to realize that the answer lies in our history as a species. Until the past few generations, most people’s lives stayed very much the same from beginning to end; people grew up where their parents had grown up, did the work their parents had done, believed and thought the things previous generations had believed and thought. Even the less common events were generally expected: people died, babies were born, crops did better some years and poorly in others.

Real change was fairly rare, and it was generally a threat and a danger. War, famine, plague, flood: change usually meant that a person’s stability and survival were being threatened. Getting back to the known as quickly as possible was almost always the safest bet. As a result, this urge toward homeostasis – returning to a stable condition – is deeply wired into us, and until recently, has mostly served us well. It has been a good survival mechanism for thousands of years.

But these days, the world is different than it’s ever been. Just over the past fifty or sixty years, the pace of change has increased tremendously. For example, Americans started buying TVs in the 1950s. Color TVs began to be widely available in the 1960s. That degree of innovation, from black-and-white to color TV, took a decade just sixty years ago – and it now happens in months or even weeks. Especially now, with all the change spurred by the pandemic, major change happens moment to moment: economically, environmentally, sociologically, politically – and organizationally. Today, our organizations need to change on an almost daily basis to stay competitive and to take advantage of the best and most effective new ways to communicate, to operate, and to meet their stakeholders’ changing needs and wants.

Given all this, our old, anti-change wiring that served us so well for centuries no longer works. We need to re-wire ourselves to be more comfortable with and open to change; we need to become more change-capable.

TWEET THIS: Today, our organizations need to change on an almost daily basis to stay competitive. ~@erikaandersen #EmployerBranding #DebbieLaskeysBlog


TWEET THIS: We need to re-wire ourselves to be more comfortable with and open to change; we need to become more change-capable. ~@erikaandersen #DebbieLaskeysBlog


QUESTION: You use the term “change-capable” throughout your book – it’s even in the book’s subtitle.  What do you mean by that?
ERIKA ANDERSEN: Change-capable has become the “term of art” for us in our change practice. We use it to describe a person, a team, or an organization that is supportive of necessary change. For a leader and their team to be change-capable means they understand how change works, and have the skills, both mental and practical, to make needed change as quickly and smoothly as is feasible. Change-capable people can accelerate the process of change and make it less painful for themselves and those around them.

A change-capable organization is one that has systems, processes, structures, and a culture that enable and support change. We often say that a change-capable organization is like a solid, well-constructed bridge that allows people to move from the current state to a changed future state without undue difficulty.

TWEET THIS: A change-capable organization is like a solid, well-constructed bridge that allows people to move from the current state to a changed future state without undue difficulty. ~@erikaandersen #DebbieLaskeysBlog


QUESTION: What is the Change Arc, and why is it important?
ERIKA ANDERSEN: That’s the other thing I got curious about when I start writing this book: What actually happens inside us, as individual human beings, when we go through a specific change? I figured if I could understand that, it would be hugely helpful to people in their journey to becoming more change-capable. And the answer to that question is the Change Arc. We discovered that there’s a simple, predictable, and powerful pattern that occurs when a person embraces and moves through a change. My colleagues at Proteus and I have come to call this pattern the Change Arc.



When a change is first proposed, most people immediately want to know three things: What does this change mean to me? Why is it happening? And What will it look like when the change has been made? Based on our history of change-as-threat, these questions are the most efficient at helping us find out just how disruptive and difficult the change is likely to be.

As someone begins to ask these questions, their initial mindset (again, based on many thousands of years of change being a threat) is usually that the change will be difficult, costly, and weird. Difficult means “I don’t know how to do this, and/or other people are going to make it hard for me to do this.” Costly means “this will take away from me things I value.” We might assume that the change will take from us time or money, but we’re likely to assume the change will take away even more intrinsic valuables like identity, power, reputation, or relationships. Weird just means strange and unnatural: “this isn’t the way we do things around here.”

This initial mindset that a proposed change is likely to be difficult, costly, and weird acts as a kind of filter, so that even when we’re given genuinely positive and helpful information about the change – that it won’t be hard to implement or that we’ll be fully supported in doing it, for example – we tend to disbelieve that, and assume that either the person proposing the change isn’t being honest or that they don’t really know what’s involved.  

This all results in our negative reactions to a proposed change. When you share a proposed change with your team, they’re starting at the beginning of their change arc in responding to it and are starting out assuming that it will be difficult, costly, and weird.  

As we observed this pattern, in our clients and in ourselves, we then saw something exciting: the mindset shift that catalyzes change. We saw that people start to open up to and then embrace a change when their mindset begins to shift from “this change is going to be difficult, costly and weird” to “this change could be easy, rewarding and normal.”

This is the heart of the Change Arc. Once someone starts to believe that a change could be easy (or at least doable) to make; that the rewards of making it could outweigh the costs; and that the change could become normal – that is, that it could become “the way we do things,” then that person begins to be willing to operate in the new ways that the change requires, and they will be open to learning and doing those new behaviors so that the change can occur.

QUESTION: In Change from the Inside Out, you wrote, “The leaders of any group are the catalyst for successful change.” What makes a leader an effective catalyst for change?
ERIKA ANDERSEN: When we work with leaders around change, we almost always say to them the sentence you hear on airplanes about oxygen masks: “Put on your own mask before attempting to help others.” The most important thing you as a leader can do to be an effective catalyst for change is to first become personally more change-capable: to get better at moving yourself through the mindset shift around any change well and quickly. After that, the best ways for leaders to help catalyze change are to develop the skills of supporting their teams and their organizations through change – which is what the rest of Change from the Inside Out is all about.

TWEET THIS: The leaders of any group are the catalyst for successful change. ~@erikaandersen #LeadershipTip #DebbieLaskeysBlog


QUESTION: Your new book outlines a five-step change model that you say, “integrates the human and practical side of change.” Why is this important?
ERIKA ANDERSEN: Most well-known approaches to change either focus primarily on the mechanical, nuts-and-bolts side of making change – like Kotter or Accenture, or they focus primarily on the human side – like Bridges or Adkar. We’ve found that the most successful change efforts do both: make sure that the change itself is clearly thought through, planned, and executed – and at the same time, that the people affected by the change are supported to move through their change arc so that they can accept and respond to the change as it occurs. That’s what our five-step model is designed to do.

QUESTION: Is the five-step model only applicable to large-scale corporate change, or can it be used to move through individual or small group changes, as well?
ERIKA ANDERSEN: The best thing about our five-step model, from my point of view, if that it’s almost infinitely “scope-able.” As a frame, it’s as useful for planning a family move as for moving a 50,000-person organization through a global transformation.

That’s because the five steps are simple and universally applicable:
(1) Clarify the change and why it’s needed
(2) Envision the future state
(3) Build the change
(4) Lead the transition
(5) Keep the change going

Each of the five steps has a handful of practical goals (what needs to be accomplished in that step), which again, can be done simply in a personal situation, or cover a lot of territory in an organizational change. But all of them focus on the two core ideas of thoughtfully planning and executing the change while supporting people psychologically, emotionally, and practically through that change.

QUESTION: What are “change levers?”
ERIKA ANDERSEN: The change levers are four simple approaches you can take to support people through their Change Arc. Like physical levers, they are force multipliers – they can accelerate and ease people through their mindset shift around change:

(1) Increase understanding: Remember, the first thing your folks want is foundational information about the change. Too often, organizations communicate a change in a cheery, superficial way (“We’re going to be converting to a new invoicing system - and it’s great!”) that doesn’t provide what people need – and, in fact, can simply increase their sense of risk. It’s most helpful to create and communicate a simple summary of the change that outlines the three pieces of information that those affected will want to know: what the change will mean for them, why it’s happening, and a verbal “sketch” of the better future you’ll have post-change.

It’s important that the information you share be realistic – that it acknowledges the time and effort the change will require – and that it lets people know how you’ll support them (with information, training, etc.) to make the change. Once you’ve created this “case for change,” expect (and be prepared to answer) questions about it. Remember, people are wired to believe that most change is dangerous, and the only way they’ll be able to shift to a more neutral or positive view of a given change is by getting the necessary information, stories, and experience to help them frame it differently.

(2) Clarify and reinforce priorities: Because we fear change, we tend to over-estimate its impacts. When people hear about an organizational change, they often assume everything is changing and nothing will stay the same which reinforces their fear and hesitation. Letting people know what isn’t changing as well as what is changing can be very reassuring.

For example, let’s say that you’re reorganizing your support services group by type of issue, and away from a geographic focus. By confirming that the roles and responsibilities of the client support staff will remain largely the same, and that their core priorities are still to build and maintain great relationships while resolving issues quickly and well, you can help your people be better prepared to focus on what needs to change, versus worrying about all the things that will be staying very much the same.

(3) Give control: One of the things that feels most dangerous to people about change is that it’s out of their control. Especially with large-scale organizational change, employees can feel almost victimized: at the effect of forces over which they have no say. By giving your people as many choices as possible during the change, you can reduce their fear and discomfort and increase the chances of engagement and buy-in.

A few years ago, we were working with a US-based multinational company that had just acquired another company, headquartered in Latin America. The Chief Human Resources Officer/CHRO of the acquired company was worried about the change. She assumed that the acquiring company would impose their systems and that she would have less influence. In other words, she assumed the change would be difficult, costly, and weird.

To her surprise (and delight), her new boss gave her control in a variety of ways. For instance, he worked with her to come up with the timing for the transition to the new systems, and he asked her to create a communication plan for how and when she wanted to communicate the changes to her team. By giving her as many elements of control as were feasible, her boss helped shift her mindset from negative to more supportive of the change; and she began to focus on how to make the change easier and more rewarding for her team and for the rest of the acquired company’s employees, so they could begin to experience it as the new – and accepted – normal.

(4) Give support. Finally, and most importantly, people need consistent support throughout any change that affects them directly. When things change, people go through a lot of mental and emotional adjustment. Too often, leaders try to talk people out of what they’re feeling or dismiss it all together. Remember, by the time we communicate a change to our people, we’ve generally had some time to go through our own change arc. Then we often expect our employees to be as accepting of the change from that first moment as we are after months of thought, questioning, and mindset shift. Give them a little time to be worried, to hesitate, to ask questions, to want to know the impact on them, even to be sad or anxious.

The single most effective way leaders can give support, especially at the beginning of a change, as those affected are starting to go through their Change Arc, is to listen. Listen deeply, and without trying to explain or reassure. Summarize people’s concerns and make sure that you’ve understood. Ask what you can do to address those concerns and take careful note of the answers.

Rather than labeling people’s initial discomfort and hesitation as resistance, recognize they’re going through the same process you probably went through when you first heard about the change: they need to understand and process the proposed change and then move through their mindset shift about the change. If you give people support in the early days of a change by listening deeply to their concerns and questions, without being dismissive or overly reassuring – they’ll feel heard and supported. Then they’ll be ready to hear about the more tangible support you can offer: training, tools, demos or simulations, mentors, or affinity groups.

QUESTION: What would you most like people to take away from reading your latest book?
ERIKA ANDERSEN: A hopeful message: that we can re-wire each ourselves to become more change-capable. First, we have control over our mindset, and we can learn to think in a more hopeful and neutral way about change. We can shift our thinking about any necessary change from “difficult, costly and weird” to “easy/doable, rewarding and normal.” Second, we can learn and use models for moving through personal and organizational change that address both the practical, tangible aspects of change and the human – more emotional and psychological – side of change. We can get good at this, so that we can enjoy and thrive through this era of non-stop change.

My thanks to Erika for sharing her always amazing and helpful leadership and workplace insights and for appearing here on my Blog again!

Image credits: Wordswag and Erika Andersen.


For more inspiration, check out Erika’s previous appearances on my Blog:

Three Leadership Secrets: Build Consensus, Be Open to Challengers, and Delegate (May 2021)
https://www.debbielaskeysblog.com/2021/05/3-leadership-secrets-build-consensus-be.html

Review of: Leading So People Will Follow by Erika Andersen (October 2019)
https://www.debbielaskeysblog.com/2019/10/fall-back-to-reading-with-12-thought.html

Leadership + Strategy = Amazing Employee Experience (November 2018)
https://www.debbielaskeysblog.com/2018/11/leadership-strategy-amazing-employee.html

Review of: Be Bad First by Erika Andersen (October 2018)
https://www.debbielaskeysblog.com/2018/10/fall-reading-recap-leadership-branding.html

Are You the Type of Manager or Leader YOU Would Follow? (January 2014)
https://www.debbielaskeysblog.com/2014/01/are-you-type-of-manager-or-leader-you.html

Want to be Nicknamed Strategy Guru? (July 2011)
https://www.debbielaskeysblog.com/2011/07/want-to-be-nicknamed-strategy-guru.html

Monday, May 2, 2022

Social Media Is a Great Tool for Personal Branding


To quote Matthew Kobach (@mkobach), "Twitter is a key that unlocks thousands of doors, some of which you never even knew existed." As a member of the Twitterverse for nearly 13 years, I always enjoy meeting new people and learning from them. I recently connected with Jerry Jose and invited him to appear here on my Blog in a Q&A format. Highlights of our conversation follow a brief introduction.

Jerry Jose is a passionate digital marketer specializing in LinkedIn and Twitter, and is based in India. He's a LinkedIn Specialist by profession and a traveler by heart. He enjoys working with teams and consulting leaders on how to utilize the power of digital marketing to reach out to their audience in the digital world. Jerry strives to help people build their personal brands on social media. As he sees it, "the power of personal branding is tremendous as it allows us to take control of the narrative and offers multiple opportunities to grow and build credibility in our niche." Connect and follow on Twitter at https://twitter.com/jrryjs and LinkedIn at https://www.linkedin.com/in/jerry-jose/.

QUESTION: You created your own hashtag: #socialjj. (Incidentally, I have one for this blog: #DebbieLaskeysBlog.) Why do you recommend that individuals create and use their own hashtags?
JERRY JOSE: I believe if you are working on your personal brand, it's imperative to create a customized hashtag. I always recommend creating a unique personalized hashtag to help users identify your brand and improve brand recall.

LinkedIn allows users to follow the hashtag. The audience can view all your content on one page on LinkedIn instead of scrolling through multiple pages to read all content formats. Add these hashtags to your Twitter bio, and it'll help users identify your Tweets and content quickly.

QUESTION: What social media platform do you think is best for personal branding, and why?
JERRY JOSE: The best social media platform for Personal Branding totally depends on the goals and objectives of each individual's brand. I'll take my example here: I wanted to connect with marketing professionals and help people build their personal brands. As I was comfortable with text format, I chose LinkedIn and Twitter to start my personal branding journey.

In the beginning, identify the content format that you're most comfortable with, then choose the social channel. Focus on one track in the initial days and master the features before exploring new social channels.

TWEET THIS: The best social media platform for Personal Branding totally depends on the goals and objectives of each individual's brand. -@jrryjs #socialjj #DebbieLaskeysBlog #personalbranding


QUESTION: Other than social media, how else do you think individuals should implement personal branding initiatives?
JERRY JOSE: Building a Personal Brand is a consistent effort for everyone. We discover new aspects about ourselves each day and present them to our community through various mediums. Social media is the prominent one, but it doesn't mean that you need only social media to build your Personal Brand. You can create blogs and make followership or an email list for a newsletter series.

One of the best initiatives for me is community meetups. The credibility improves tenfold when you physically meet someone and interact with them. Offline meetups and events are the best ways to establish your Personal Brand, and for the audience, it's the best place to validate your brand.

TWEET THIS: Building a Personal Brand is a consistent effort for everyone. -@jrryjs #socialjj #DebbieLaskeysBlog #personalbranding


QUESTION: In a Forbes article entitled, "10 Golden Rules of Personal Branding," which rule stands out to you as the most important, and why?

(Read the article here: https://www.forbes.com/sites/goldiechan/2018/11/08/10-golden-rules-personal-branding/)

JERRY JOSE: Goldie Chan is one of my favorite Personal Branding practitioners. One of my favorite points from this article is about "leaving a legacy." One can leave a legacy behind only when they are clear about their "why." The "why" acts as a motivation and helps us show up every day and improve our work for the community.

QUESTION: Which five people, who you've met through your social media activities, have developed admirable or inspirational personal brands? Please provide brief bios as well as the social platforms where you first met the people.

JERRY JOSE: I've provided some on both LinkedIn and Twitter below. All of them are an inspiration to me and help me every day build a solid personal brand on social channels. The content they share helped me overcome the fear of posting content on social channels. Check them out!

My favorite personal brands on LinkedIn:

Luke Matthews: https://www.linkedin.com/in/lukematthws/
Luke, is an amazing marketer where he never talks about the usual marketing stuff. He creates unique content in form of videos, reels, carousels to engage the target audience of the brand. The unique type of content delivery is something that always inspires me and makes me follow his content and learn from him.

Claire Parsons: https://www.linkedin.com/in/claireparsons01/
Claire is one of the best copywriters I've seen. I love the way her content engages the community and provides quality content with a twist. Lately, she has authored a couple of books that help content creators on social media platforms like LinkedIn. Following her content has helped me experiment with my content and become a confident gif poster on LinkedIn.

Shreya Pattar: https://www.linkedin.com/in/shreya-pattar/
Shreya is one of the best inspirations for agency owners. She talks about her freelancing journey and always inspires the community to do well. Her IG Live, LinkedIn posts and now Twitter spaces have helped freelancers plan and communicate better with their clients.

My favorite personal brands on Twitter:

Mustafa Khundmiri: https://twitter.com/mkhundmiri
Mustafa is one of my inspirations on Twitter. He is one of the most humble people I've met on the internet. Even though he has a huge following, he interacts and communicates with small accounts and guides them with their journey on Twitter. It's rare to find such selfless people on the internet

Udit Goenka: https://twitter.com/iuditg
Udit has one of the fastest-growing accounts on Twitter. It really inspirational to see the way he provides value to his community and always focuses on giving. The Twitter spaces he hosts is always focused on giving back to the community and helping them in their journey. Udit shares content revolving around startups, marketing, personal branding and business.

My thanks to Jerry for sharing his amazing personal branding and social media insights and for appearing here on my Blog.

Image Credit: OI Global Partners.