Harvard Business Review Special Issues Spring 2025

“PERSONAL BRANDING” has long been a cringeworthy term, smacking of superficial appearances and tasteless self-promotion. (Search for synonyms for “self-promotion” and you get words like “egotistical,” “arrogant,” “selfaggrandizing,” and “conceited.”) And yet we all recognize that professional success—particularly in a hypercompetitive world—often depends on getting others to appreciate the unique value that we bring to the table. In this issue, we’ve brought together HBR articles that recommend a more modern and nuanced approach to personal branding, one that emphasizes being authentic, honoring your values, building real relationships, and balancing visibility with humility. The process begins with introspection: an intentional examination of who you are, what your values are, what professional style makes you shine, and what kind of leader you want to be (see the first section, “Define Your Unique…

MUCH OF PROFESSIONAL and personal success depends on persuading others to recog nize your value. You have to do this when you apply for jobs, ask for promotions, vie for leadership positions, or write your dating profile. For better or worse, in today’s world everyone is a brand, and you need to develop yours and get comfortable marketing it. Personal branding is an intentional, strategic practice in which you define and express your own value proposition. And though people have always carefully cultivated their public personas and reputations, online searching and social media have greatly expanded the potential audience for—and risks and rewards associated with—such efforts. Unfortunately, while we’d like to think that we’re in complete control of our personal brands, that’s rarely the case. As Jeff Bezos, the founder…

YOUR VALUE Success in all aspects of your life relies heavily on getting others to appreciate your unique value. Just as companies need to market their brands, professionals need to craft and promote their own personal brands as well. THE PROCESS The process includes defining your purpose, auditing your personal brand equity, constructing your personal narrative, embodying your brand, communicating your story, socializing your brand, and reevaluating and adjusting your brand. Throughout, consider your target audiences and what they need to hear to better understand you and the value you bring. THE PAYOFF Crafting your personal brand will increase your visibility, expand your network, and reveal capabilities that are unique to you.…

FEW THINGS ARE more frustrating for talented professionals than hitting a ceiling in their careers because they lack the appropriate leadership style. A boss senses that something is missing in a person’s tool kit but can’t put a finger on exactly what it is or how the person can improve. The boss says something like “You’re lacking important intangibles” or “You need more gravitas” but fails to provide specific advice or tools for improving. It is equally frustrating to watch people with mediocre technical skills move up the ladder quickly because they have an exceptional leadership style. Bosses defend such promotions by emphasizing the employees’ soft skills, calling them “poised,” “confident,” and “dynamic.” The truth is that these things matter: A great leadership style can make people appear more competent…

THE PROBLEM Bosses often sense that something is lacking in an employee’s tool kit but can’t put a finger on what it is. They say something like “You’re missing important intangibles” or “You need more gravitas” but fail to provide advice or guidance. THE RESEARCH What they’re talking about is leadership style. In every interaction, we send signals to others about our power and status. The more consistent we are in our signals, the more distinctive our style becomes. THE APPROACH This practical guide offers concrete advice for developing a dynamic and effective leadership style, including tips such as what volume and pace to use in your speech, whether to take notes in a meeting, and how and when to interrupt others.…

The interpretation of style markers can vary significantly by culture, context, and industry. A behavior that is considered a power marker in one situation may be considered attractive in another. For example: Eye contact: In the United States, making eye contact with managers senior to you is often seen as a marker of confidence. The same behavior in Brazil is seen as appropriately deferential (and not making eye contact is considered rude). In Japan, it is viewed as insubordinate and disrespectful. In all three contexts eye contact is a key marker of status, yet it is interpreted differently in each. Attire: How one dresses is a universal marker of status and influence. In some African countries wearing tribal dress is a power marker for both men and women. In the…