Showing your value by taking a little more credit

Silver SquareTooting your own horn isn't the best way to convince people that you do a great job. No one likes a braggart. But if you aren't effectively communicating your value to your clients, they aren't going to perceive you as valuable.

These beliefs recently came to light when we discovered that a B2B client's value was being questioned by one of its clients. It's a slippery slope. How far should you go in telling your customers or clients that you are the best thing out there? Is it better to quietly do an excellent job and hope that the client notices?

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Three Burning LinkedIn Questions (and of course, Answers)

Power+Formula

This week I want to cover three of the most popular burning questions  I get about specific functions or features on LinkedIn.

Burning Question #1

What do you do if you have a great recommendation on company letterhead but the individual who wrote you the recommendation is no longer at the company, is not on LinkedIn, or is not allowed by his/her company to post recommendations on LinkedIn?

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Oncology - Executive Business Development Director, Pharmaceutical / Biotech, Indianapolis

The role of SPBD is pivotal to the challenge to our internal portfolio by ensuring appropriate external platform and product opportunities are available for comparison to our own internal portfolio. Innovative Medicines Units (iMeds) are responsible for generating the disease and therapeutic area strategies which guide R&D activities. These strategies also define our externalisation targets and the

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Director of Training, Pharmaceutical / Biotech, Indianapolis

The company offers a broad range of innovative diagnostic tests and systems that play a pivotal role in the groundbreaking area of integrated healthcare solutions. Our products cover the early detection, targeted screening, evaluation and monitoring of the disease. the company is part of one of the world's leading research-oriented healthcare organizations - the company Group. Active…

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Corporate & Functions # 2 ' Quality of Leadership within & across Functions

In this mini-series we are looking at the role and value that functions can play in supporting large global corporations. The first of our five areas is Leadership within Functions.

Functional leaderThere are many reasons why leadership is, or is perceived as poorer within the functions rather than in the line. Sometimes it is about the culture of the organisation. If the business / segment are encouraged to be independent and autonomous, then Functions can sometimes play second fiddle. This has the result of undermining the confidence & leadership of the Functions. Similarly, if the pendulum has swung too much towards the Functions which is a phenomenon frequently experienced after a lot of merger & acquisition activity - the rush to consolidate to one business identity and creating a ‘one size fits all' solution can lead to poorly thought out services or policies that are not fit for purpose in the various business environments.

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Director Finance, Pharmaceutical / Biotech, Indianapolis

As a research-focused healthcare company, the company discovers, develops and provides innovative diagnostics and therapeutic products and services that deliver significant benefits to patients and healthcare professionals -from early detection and prevention of diseases to diagnostics, treatment and treatment monitoring. The company is a successful company that can offer exciting career…

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