Never Eat Alone

They Can't Outsource Content Creators

We've seen how content helped transform a company into a recognizable brand. But what if YOU are the brand? What's your content? What hooks are you selling? The same process we used to figure out how to make YaYa interesting to the marketplace can be applied to making you interesting to your network and beyond.

A unique point of view is one of the only ways to ensure that today, tomorrow, and a year from now you'll have a job.

It used to be that two arms, two legs, and an MBA were a oneway ticket to the executive office. That's barely the price of entry these days. In America's information economy, we frame our competitive advantage in terms of knowledge and i

Content creators have always been in high demand. They get promotions. They're responsible for the Big Ideas. They're regularly asked to speak at conferences and are featured in newspapers and magazines. Everyone within their company—and many within their industry—knows their name. They are the celebrities of their little worlds, and their fame comes from always seeming to be one step ahead.

So how did they get that way? The easiest route is by expertise. As I look back on my career, the recipe seems straightforward:

I'd latch on to the latest, most cutting-edge idea in the business world. I'd immerse myself in it, getting to know all the thought leaders pushing the idea and all the literature available. I'd then distill that into a message about the idea's broader impact to others and how it could be applied in the industry I worked in. That was the content. Becoming an expert was the easy part. I simply did what experts do: I taught, wrote, and spoke about my expertise.

At ICI, my first job after college, I talked my way into a management-training program by convincing the interviewer to take on a liberal arts major as an experiment. Every trainee who had ever been hired prior to that had some fancy degree in chemical engineering, material sciences, or something technical like that.

There was no way I was going to advance at ICI based on my engineering expertise. In my first few months of the program, however, I noticed that Total Quality Management was all the rage, one of those consultant-driven business trends that light the business world on fire every few years.

In my free time, I studied all the texts that were available. A few months into my job, I volunteered my "expertise," citing my background in organizational behavior (from my total of two undergraduate courses I had taken!). With one stroke, I became one of ICI's three go-to guys when it came to TQM. The thing is, I only really became an expert once I started trying to teach the discipline within the company. I would go on to parlay my experience into giving speeches, writing articles, and co

There's no better way to learn something, and become an expert at it, than to have to teach it. Some of the best CEOs I know refuse to turn away business even when it might call for skills or experience that their company doesn't have. These CEOs see such a scenario as an opportunity. "We can do that," they'll say. In the process, both the CEO and their employees learn skills they need. They jump at trying something new and they get the job done. In fact, after reading this book, there's no reason you couldn't put together a course on relationship building or content creation at your local community college. You'll learn in preparation, and gain even more interacting with students.

In short, forget your job title and forget your job description (for the moment, at least). Starting today, you've got to figure out what exceptional expertise you're going to master that will provide real value to your network and your company.

How do you start?

Well, there's the easy way and then there's the hard way, and I've done both. As I did at ICI and Deloitte, you can find someone who has already co

The hard way is co

Here are ten tips on helping you on your way toward becoming an expert:

1. Get out in front and analyze the trends and opportunities on the cutting edge.

Foresight gives you and your company the flexibility to adapt to change. Creativity allows you to take advantage of it. Today, where i

Identify the people in your industries who always seem to be out in front, and use all the relationship skills you've acquired to co

2. Ask seemingly stupid questions.

If you ask questions that are like no other, you get results that are unlike any that the world has seen. How many people have the courage to ask those questions? The answer: all the people responsible for the greatest i

The power of i