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Along the way, you learn stuff, develop your skills, hone your abilities, move from project to project.

And if you’re really smart, you figure out how to distinguish yourself from all the other very smart people walking around with

Along the way, you learn stuff, develop your skills, hone your abilities, move from project to project.And if you’re really smart, you figure out how to distinguish yourself from all the other very smart people walking around with $1,500 suits, high-powered laptops, and well-polished resumes.They also have a very clear culture of work and life.

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Along the way, you learn stuff, develop your skills, hone your abilities, move from project to project.

And if you’re really smart, you figure out how to distinguish yourself from all the other very smart people walking around with $1,500 suits, high-powered laptops, and well-polished resumes.

They also have a very clear culture of work and life.

You’re hired, you report to work, you join a team — and you immediately start figuring out how to deliver value to the customer.

What have you done lately — this week — to make yourself stand out?

,500 suits, high-powered laptops, and well-polished resumes.

They also have a very clear culture of work and life.

You’re hired, you report to work, you join a team — and you immediately start figuring out how to deliver value to the customer.

What have you done lately — this week — to make yourself stand out?

I can’t name a single client of a professional services firm who doesn’t go ballistic at cost overruns.

Almost every professional services firm works with the same business model.

They have almost no hard assets — my guess is that most probably go so far as to rent or lease every tangible item they possibly can to keep from having to own anything.

You’re not an “employee” of General Motors, you’re not a “staffer” at General Mills, you’re not a “worker” at General Electric or a “human resource” at General Dynamics (ooops, it’s gone! To start thinking like your own favorite brand manager, ask yourself the same question the brand managers at Nike, Coke, Pepsi, or the Body Shop ask themselves: What is it that my product or service does that makes it different? It’s time to give some serious thought and even more serious effort to imagining and developing yourself as a brand.

Give yourself the traditional 15-words-or-less contest challenge. Start by identifying the qualities or characteristics that make you distinctive from your competitors — or your colleagues.

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