Quitting a High-Profile Job to Build an Empire from Her Spare Room

In the dynamic business and media world, few individuals shine as brightly as Gemma Tognini. 

Gemma Tognini is the founder and executive director of GT Communications, which has offices in Sydney and Perth. 

Gemma's day-to-day existence spans both the corporate and media worlds. 

An award-winning business owner, winner of the Telstra Business Women's Awards, and business owner of the year, she is an opinion columnist with The Australian newspaper and the Western Australian and a regular management contributor with Sky News. 

But this is just the start of the story. 

Gemma was a senior journalist and chief of staff with the Seven Network for a decade. 

In 2003, wanting her life to look different, she quit her job and started her business, GT Communications, armed with a mobile and a $500 computer in her spare room. 

Nearly two decades later, she and her team have a national footprint of clients across a diverse and dynamic range of industries, from banks to privately owned breweries to listed entities, government, and nonprofit organisations. Gemma is one of the most sought-after strategic advisors in her field. 

Gemma divides her time between running her company, which has a global footprint of clients that includes some of Australia's best-known corporate and retail brands, and her career as a forthright, honest, engaging, and fearless media commentator. 

Gemma drives debates and influences outcomes, writing about issues as diverse as gender pay parity to the challenges working families face. And quite literally, everything in between. 

Gemma Tognini is an influential social and political commentator, columnist, writer, broadcaster, and award-winning entrepreneur. 

She is a battle-hardened corporate advisor, having steered clients through some of Australia's most high-profile media storms. 

The unique road on which she has walked over a 30-year career makes her a highly relevant and engaging speaker for a range of audiences. 

Gemma is also a seasoned emcee and has appeared on countless panels as both a moderator and presenter at very senior levels. 

Gemma is a graduate of the Australian Institute of Company Directors and has served as a non-exec director of Surf Lifesaving Western Australia, the Salvation Army, and the Starlight Children's Foundation. 

As we delve deeper into her story, we uncover the principles, values, and strategies underpinning her remarkable career and life.

Defining Personal and Professional Brand

Personal branding has emerged as a crucial element of success in today's corporate world. 

Gemma Tognini, a master in this arena, offers a fresh perspective on how personal branding evolves, mirroring one's personal and professional growth. 

Her views on branding are not static; they are as dynamic as her career, reflecting her belief in continuous evolution.

Tognini’s approach to personal branding is grounded in authenticity and self-reflection. 

She admits, “I think my own personal brand? That's a really tricky question to answer. I think it's still evolving because I'm still evolving.”. This statement encapsulates her philosophy that personal branding is not a one-time endeavour but a journey that parallels one’s own life and career path. 

It's about understanding and harnessing one's strengths, values, and experiences to create an authentic identity that resonates both personally and professionally.

Gemma's story is a powerful example of how personal branding goes beyond mere self-promotion. 

It is about creating a narrative that is true to oneself, a narrative that evolves with each milestone and challenge. 

Her career trajectory, transitioning from journalism to entrepreneurship, highlights the fluidity of her brand. 

It’s a testament to her adaptability and willingness to embrace change, a quality essential in today's fast-paced business world.

For Tognini, personal branding is more than just a professional tool; it reflects her core values and beliefs. Her journey shows that a well-crafted personal brand can be a powerful asset, opening doors and creating opportunities. 

It's building a reputation that precedes you and speaks volumes about your abilities, ethics, and unique contributions to your field.

The Intersection of Personal Life and Professional Identity

Navigating the delicate balance between personal life and professional identity is a challenge familiar to many, but few manage it with the grace and understanding of Gemma Tognini. 

In an era where social media blurs the lines between the private and public spheres, Gemma's approach offers insightful lessons on maintaining this equilibrium.

Tognini’s strategy for balancing her public persona with her private life is a blend of openness and careful curation. 

She shares, “I have two accounts [on Instagram]. One is an open account... and then I have a private account... for my family and close friends.”

This deliberate separation allows her to engage with a broader audience while preserving a sanctuary for personal interactions. 

Her decision to maintain distinct social media personas reflects a broader strategy: the conscious delineation of her personal and professional worlds.

This approach is not just for managing online profiles; it reflects Gemma's deeper understanding of the importance of boundaries. 

In a world where personal and professional lives are increasingly intertwined, her method demonstrates the value of compartmentalisation.

It’s a strategic move that ensures her public image is carefully crafted without encroaching on her private life, enabling her to be authentic in both realms.

Moreover, Gemma's approach to this intersection speaks to a larger narrative about the role of social media in shaping public perception. 

Her methods guide professionals in navigating the complex dynamics of online engagement, emphasising the need for thoughtfulness and strategy in presenting themselves to the world.

Career Progression and Challenges

Gemma Tognini's career is a fascinating study of evolution and adaptation. 

Transitioning from journalism to entrepreneurship, she has navigated a path filled with challenges and opportunities, shaping a unique narrative in the corporate world. 

Her journey from a journalist to the founder of GT Communications is not just a career shift but proof of her resilience and visionary outlook.

Gemma reflects on this significant transition: "I quit journalism in 2003 to start my company and then had close to a decade of just glorious blessing private life”. 

This move was a leap into the unknown, a bold step from the structured world of journalism into the uncharted waters of entrepreneurship. 

It speaks volumes about her willingness to embrace risk, which is undoubtedly a cornerstone of her success.

Starting GT Communications was more than launching a business; it was about creating a platform aligned with her values and professional aspirations. 

It was an endeavour that allowed her to apply her journalistic skills in a new context, leveraging her ability to communicate and connect with people in a more entrepreneurial setting.

The challenges of this journey were manifold. 

Starting and running a successful business requires not just technical skills but also leadership, resilience, and the ability to adapt to constantly changing circumstances. 

Gemma’s story is replete with overcoming obstacles, learning from failures, and persistently pursuing her goals. 

Her experience is a powerful reminder of the importance of adaptability and resilience in any profession.

Values and Ethics in Business and Personal Life

At the heart of Gemma Tognini’s impressive career lies a steadfast commitment to values and ethics in both business and personal life. 

This commitment has not only shaped her professional trajectory but also defined the ethos of GT Communications. 

Tognini’s philosophy underscores the integral role of values in creating a sustainable and successful business model.

Central to Gemma’s approach is the prioritisation of relationships over transactions. 

She emphasises this, saying, “One of our DNA is... we value relationship over transaction”. This principle clearly reflects her belief in the power of authentic connections and ethical business practices. 

For Gemma, business is not just about financial gain; it's about building lasting relationships based on trust, respect, and mutual benefit.

This focus on relationships extends beyond client interactions; it permeates every aspect of her leadership style. 

Gemma understands that a business’s success is intrinsically linked to the well-being and engagement of its team. 

Her approach to leadership is rooted in empathy, integrity, and a genuine commitment to the growth and development of her team.

Gemma's values are also evident in how she navigates the challenges and complexities of the corporate world. 

Her journey is marked by a consistent adherence to ethical practices, even in adversity. This unwavering commitment to her principles has earned her respect in her industry and contributed to the longevity and success of her business.

Gemma’s emphasis on values and ethics resonates deeply in today’s business landscape, where consumers and stakeholders increasingly value transparency and social responsibility. 

Her approach models how businesses can thrive by aligning their operations with their core values.

The Role of Reputation and Resilience

In the narrative of Gemma Tognini's successful career, two elements stand out distinctly: the importance of reputation and the necessity of resilience. 

These twin pillars have not only underpinned her professional journey but have also shaped her approach to business and life.

Gemma’s perspective on reputation is deeply influenced by her background and personal experiences. 

She reflects on the significance of reputation in her life, noting, “Reputation came as a result of what they'd built. So they came from as economic migrants after the war and... built a reputation based on the contribution to the community”. 

This insight reveals her understanding of reputation not merely as a professional asset but as a reflection of one’s contributions and values. 

For Gemma, reputation is a legacy built over time through consistent, ethical actions and a commitment to making a positive impact.

Her emphasis on reputation extends beyond personal accolades; it is about creating a lasting, positive impression in every interaction with clients, colleagues, or the community. 

This approach has enabled her to build a robust network of trust and respect, which is essential to her work as a corporate advisor and media commentator.

Alongside reputation, resilience has been a crucial factor in Gemma’s journey. 

The world of entrepreneurship and media is replete with challenges and uncertainties. 

Gemma’s ability to navigate these, bounce back from setbacks, and continuously evolve highlights her resilience. 

Her story is a powerful reminder that resilience is not just about enduring difficulties but also about learning from them and emerging stronger.

Gemma’s resilience is particularly noteworthy in how she has managed to maintain her values and vision in the face of adversity. 

Her story exemplifies the idea that resilience is integral to building a sustainable and meaningful career. 

It’s about having the fortitude to stay true to one’s principles, even when challenging.

Mentorship and Personal Development

Gemma Tognini’s journey is not only a story of individual success but also a testament to the power of mentorship and personal development. 

Throughout her career, she has both sought guidance and provided it, underscoring the significant role mentorship plays in professional growth and success.

In the realm of mentorship, Gemma’s experiences are both unique and insightful. 

She reveals, “No one has ever offered to mentor me... I simply asked people”. 

This proactive approach to seeking mentorship reflects her understanding of its value and her willingness to take initiative in her own personal development. 

Gemma’s experience highlights a critical aspect of mentorship: it is often a path one must actively pursue rather than wait for it to be offered.

Her journey shows that effective mentorship is not just receiving guidance; it is seeking out those who can provide the wisdom, insights, and experiences that align with one's own aspirations and challenges. 

Her approach to mentorship underscores the importance of being selective and intentional in seeking advisors and mentors who can truly contribute to one’s personal and professional growth.

Gemma’s experience as a mentor herself also adds another dimension to her understanding of this relationship. 

She embodies the role of a mentor through sharing her experiences, insights, and guidance with others. 

Her approach to mentorship is characterised by empathy, a deep understanding of the challenges professionals face, and a commitment to helping others navigate their paths.

Gemma's story encourages professionals to seek mentorship and engage actively in continuous learning and self-improvement.

Doing so also reminds us of the responsibility to pass on our knowledge and experiences to others, fostering a culture of growth and development in the professional community.

Future Outlook and Maintaining Relevance

In a rapidly evolving business landscape, maintaining relevance is a challenge many professionals face. 

Gemma Tognini, with her multifaceted career, offers a unique perspective on how to stay pertinent and engaged in various roles. 

Her approach is a blend of continual learning, improvement, and adaptation, ensuring her skills and insights remain fresh and relevant.

She insightfully states, “How do I maintain relevance? Well, I suppose from a client perspective, it's that continual learning and continual improvement”. 

This reflects her understanding that staying relevant in one’s field is an ongoing process, requiring dedication to learning and evolving alongside industry trends and changes.

Her commitment to ongoing education and adaptability is not just about keeping up with the latest trends; it's about deepening her expertise and broadening her perspectives. 

Gemma recognises that to stay ahead in the competitive world of business and media, one must be willing to continuously challenge oneself and step out of one's comfort zone. 

It’s being open to new ideas, embracing change, and applying learning in innovative ways.

Gemma’s outlook on maintaining relevance extends beyond professional development. 

It also involves staying engaged with her audience, understanding their evolving needs, and adapting her communication and strategies accordingly. 

Her ability to connect with people, whether clients or the wider public, is a key aspect of her sustained relevance.

Gemma’s approach is a powerful reminder that maintaining relevance in one’s career is dynamic. 

It involves a combination of self-awareness, a willingness to learn and grow, and the ability to adapt to the ever-changing landscape of one’s industry. 

Final Words

As we reflect on the multifaceted journey of Gemma Tognini, it becomes evident that her story is not just one of professional success but also of personal development, resilience, and evolution. 

Her narrative is a beacon for anyone navigating the complex waters of the modern professional world. 

It's a story that encourages embracing change, seeking growth, and always striving for excellence in all facets of life. 

Her journey is a powerful example of how one can successfully forge a path that is not only successful in conventional terms but also rich in learning, personal fulfilment, and lasting impact.

If you'd like to learn more about developing your personal brand, visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You. 

Looking Back On the Year 2023 feat. Garry Browne AM

As I reflect on the year 2023, one key takeaway stood out to me after many wonderful conversations with the guests on the show.

Whilst there were plenty of distractions in our community, across the globe, and many inconsistencies in our personal lives, it’s imperative that we stay true to our core values and continue on that journey of building credibility, trust, and reputation.

Naturally, these will be challenged when we decide to take a stance on issues that may ring false to others, so it is important to stay vigilant. If anything, we should harness the uncertainty and unrest in the world as a motivator to assess and reassess our circumstances, from what we have control over and what we don’t.

This is the key to having a strong brand, and if we’re serious about what we want to achieve and create an impact.

Over the past 12 months, I’ve had the pleasure and honour of interviewing some wonderful guests, including Sir Peter Cosgrove, Craig Foster, Tony Nash, April Palmerlee, and Dr. Charlie Teo.

This episode will contain memorable highlights from guests who have been on the show.
I’m looking forward to what 2024 offers and the incredible guests who will join me on the couch to share their stories.

If you'd like to learn more about developing your personal brand, visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You. 

From Cop to Charity Founder - How Tragedy Transformed His Life's Purpose feat. Peter Baines

Peter Baines served with the New South Wales Police for 22 years. He led teams responding to acts of terrorism and natural disasters on a scale not previously experienced by Australian police.

Becoming a specialist in forensic crime scene investigations, he was called upon to bring his skills to the Bali Bombings in 2002. But it was the 2004 Boxing Day tsunami that forever changed the direction of his life, helping the people of Thailand identify their dead. He then met the countless children left behind with nowhere to go. 

In late 2005, he founded Hands Across the Water to raise funds for awareness about the orphaned children of Thailand. 

In his final years with the New South Wales Police, Peter spent time on secondment at the National Institute of Forensic Science, building projects around counterterrorism and leadership. 

He advised Interpol in France and the United Nations Office on Drugs and Crime in Southeast Asia. He also worked in Saudi Arabia and Japan, following disasters that had fallen upon those countries.

Since 2006, Peter has been routinely travelling the globe, sharing stories and learning lessons along the way. Peter has been fortunate to speak as a keynote speaker in the US, Europe, and Asia. Speaking allows Peter to mix something that is a deep privilege: to stand on a stage and share stories with the charity work that now occupies so much of his time.

He has raised over 30 million Australian dollars to date; they have built several children's homes across Thailand, purchased a rubber plantation to create a sustainable regular income, constructed a community centre in the Cadillac region of Thailand, and a digital learning centre in the Northeast. 

The charity now has operations in seven different locations in Thailand. It provides a home for several hundred children every night, but it focuses on the children's long-term future and the communities in which they live. 

They have also supported more than 30 children through university, all of whom have graduated and look forward to a life of choice rather than chance. 

Peter has received various awards, including an Order of Australia Medal in 2014 for his international humanitarian work. In 2016, he was awarded the Fifth Class of the Most Admirable Order of the Direkgunabhorn by the King of Thailand.

He was the New South Wales finalist for the Australia of the Year in 2010, the first Australian to be awarded the international honour of the Rotary Professional Excellence Award in 2008, and medals from the New South Wales Police Service and the Australian Federal Police Operations work in Asia. 

Peter and his wife, Claire, have three adult children and one grandchild; they divide their time between their farm in Cap Tree Valley and Terrigal. Peter has written three books, Hands Across the Water, Doing Good by Doing Good, and Leadership Matters. 

Personal Identity Versus Public Persona

When asked how Peter Baines sees himself - as simply Peter Baines or as the brand of Peter Baines - he acknowledges the multifaceted nature of identity. 

Peter recognises the many "different levels and layers" that make up his sense of self. However, he delineates between his identity and the public brand tied to his charity work. 

As he clarifies, "I think of myself as me. But I also acknowledged that at times it needs to be about the brand, and when it needs to be about the brand, it is when I'm putting my hat on for hands across the water."

When representing Hands Across the Water, Peter consciously adopts the brand of "Peter Baines, Charity Founder and Director." 

Outside of that, he feels less attached to personal branding in his day-to-day life. Still, Peter acknowledges that his actions remain connected to and reflective of the charity he built. 

How People Perceive Peter

Peter Baines believes that perception is often coloured by context. 

He goes on to note that in professional settings, people likely attach certain labels to him based on his work - whether as a speaker disseminating key lessons from his experiences or as the founder of Hands Across the Water, the charity he established in late 2005 to support Thai orphans in the wake of the 2004 tsunami.  

However, Peter feels that those in his inner circle see him for who he is at his core - not necessarily focusing on his credentials or past roles. 

Peter recognises that the way others view him shifts across contexts, from close friends to those encountering him in a professional arena. But regardless of their vantage point, he hopes that sincerity and authenticity shine through.

Balancing Police Work and Charity  

After founding Hands Across the Water in late 2005 to support Thai orphans in the wake of the 2004 tsunami, Peter Baines faced the challenge of balancing his ongoing police work with nurturing his fledgeling charity. 

He shares, "I went back and asked for 12 months leave without pay, so I could focus on the charity. Because I knew Gary, if I returned to my role, whatever role was within New South Wales Police, I wouldn't have the freedom, nor the capacity to do what I was doing, to continue to build and grow the charity."

Recognising that dividing his attention between the two would likely cause the charity's momentum to falter, Peter made the difficult decision to take a year of leave without pay to concentrate on expanding Hands Across the Water. 

During this pivotal period from 2008-2009, he travelled extensively to raise awareness and funding while strengthening the charity's infrastructure.  

By the end of the year, Peter stood at a crossroads - return to the police force or devote himself full-time to the charity he had built from the ground up. 

As he notes, "The decision to leave was easy because of the consequence of taking one or the other." While ending his 22-year policing career was bittersweet, Peter felt compelled to nurture the charity for the sake of the children, relying on its support. 

While his police service endowed him with invaluable skills and experiences, Peter's ‘passion for helping vulnerable youth ultimately led him down a different path. 

His courage in stepping into the unknown to guide Hands Across the Water demonstrates the depth of his commitment to bettering children's lives in Thailand and beyond. 

Though the decision was difficult, Peter shows no regrets about leaving law enforcement behind to focus on growing his visionary charity.

Importance of Reputation for Peter

In Peter Baines' role in providing forensic analysis and testimony, credibility was paramount. 

Peter recounts, "So from those very early days, your reputation was important. And I think it was something that, although I might not have framed it, and have been as conscious of it, certainly is the way you portray it. But I think from those very early days, it was very important to be respected for the work that you did and the professionalism that you brought to the role."

This notion of reputation took on heightened meaning in the context of his humanitarian work. With Hands Across the Water dealing with vulnerable youth and donor funds, any transgressions could spell the demise of the organisation.

From his early policing days to spearheading a children's charity, Peter recognises the weight of reputation across contexts. Maintaining an ethical, professional standing has remained central to his personal brand and the organisation he built.

Peter's Values and Beliefs

When asked about the genesis of his personal values and beliefs, Peter acknowledges they were profoundly shaped by his upbringing and the strong work ethic modelled by his parents. 

While establishing his core values wasn't an overtly conscious process, Peter reflects that they evolved through observing and interacting with various positive and negative influences in his life. This absorption of virtues and principles gradually moulded his character.  

Prompted about when his beliefs began to solidify, Peter points to the period after departing from the police force to focus full-time on directing Hands Across the Water. 

Stepping into the unknown to lead the charity he founded forced him to determine what he stood for and where he wanted to guide the organisation. 

Peter acknowledges that during an evolving process, this juncture compelled him to consciously reflect tandalign his actions and leadership with his humanitarian values. 

By embracing this introspection, he hopes to continue growing and steering Hands Across the Water towards making a substantive difference in the lives of vulnerable youth.

What to Do if Your Values Are Tested

Throughout his varied careers, Peter Baines has acknowledged situations that have challenged his principles and beliefs. 

Specifically, through his humanitarian work establishing the children's charity Hands Across the Water, Peter faced an ethical dilemma when introduced to an organisation in Northern Thailand that claimed to support vulnerable youth.  

As it turned out, "They were operating criminally. And it was, it was a big decision, not a difficult decision. But it was a big process to unravel all of that. And Hands had its name attached to it." Though Hands Across the Water had no direct involvement, Peter recognised the potential damage to the charity's reputation and moved swiftly to sever ties.  

He explains the heightened scrutiny organisations like his face, stating, "We're dealing with other people's money. And we're dealing with vulnerable children. And I think transgressions in the use of other people's money, or how the children are cared for, can absolutely be the undoing and the demise and downfall of the charity." By confronting the issue head-on, Peter protected both the children and Hands Across the Water's integrity.  

While an extreme example, it illustrates Peter’s care in vetting partnerships, especially given the susceptibility of the children the charity serves. 

Guided by an ethical compass aligned with his humanitarian values, he navigated the situation while keeping the interests of the children foremost in mind. 

For him, it presented an opportunity to reaffirm Hands Across the Water's commitments in the face of adversity.

How to Maintain Relevance

When questioned if he contemplates preserving his relevance across contexts, from family to professional circles – Peter feels fortunate to lead an active, engaged life. 

As he shares, "I certainly think when we talk about the charity, yeah, there's, there's a change in relevance. And I'm very conscious of the relevance the charity plays, but I see that as a different, different question, personally. There's absolutely a relevance around the topic that I speak on, when people attach it to an event which is coming up to 20 years. I'm not concerned around any of any of that other than the charity side."

He explains that, from a personal perspective, at 56, he feels no pressing need to consciously safeguard his relevance. While preserving intergenerational relevance resonates, Peter feels blessed to embark on adventures like leading an 800-kilometre charity bike ride one week and snowboarding with his kids in Japan the next. 

For him, continued relevance stems from fully embracing each day's opportunities rather than any deliberate ploy. He notes, "I think the relevance comes from having an active and full life more so than any conscious choice to change or be closer."

Mentorship and Personal Growth

Talking about the key mentors who influenced his path, Peter Baines points to Peter Walsh, an assistant commissioner he encountered during his policing career. 

Peter explains that while Walsh held no formal oversight, he made it a point to check in whenever visiting the station. As he shares, "I've never forgotten the importance of presence as a leader. And it's something I talk about in various examples. And whenever someone asks me about, you know, the impact of someone on my career, I think of Peter Walsh." For Peter, Walsh's caring approach modelled exceptional leadership.

In guiding Hands Across the Water, Peter also credits the profound influence of Mechai Viravaidya, a Thai activist who established child-focused nonprofits. As he notes, "I think she's one of the most influential people in shaping how I view challenge, how I view resilience, and how I view commitment." Their annual meetings fortify Peter's purpose and direction.  

When asked about mentoring others himself, Peter acknowledges informal guidance through his charity bike rides and community building. He says, "Having seen people on that ride and, you know, the value of that experience, and, if being present on that ride, and my presence brings positive growth for someone, well, that's a wonderful thing." 

He hopes participants derive enduring inspiration beyond the road by nurturing connections on these journeys.

Key Takeaways

In reflecting on his careers spanning over two decades in law enforcement, humanitarian work, writing, and public speaking, Peter Baines offers profound insights on evolving one's path and purpose. 

Several pivotal experiences indelibly shaped his trajectory - from responding to massive traumatic events like the Bali bombings and Boxing Day tsunami to ultimately establishing the charity Hands Across the Water to support Thai orphans. 

While leaving behind a 22-year policing career was difficult, his passion for helping vulnerable youth compelled him to nurture the charity he built from the ground up. This ability to follow his humanitarian calling demonstrates deep conviction.  

If you'd like to learn more about developing your personal brand, visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You. 

The Power of Digital Media on Your Personal Brand and Relevancy with Hugh Riminton

Hugh Riminton is a familiar face to millions of Australians. He's the national affairs editor at Network 10, and a former news anchor and correspondent for CNN, Channel Nine, and ABC Radio National.

Hugh is an award-winning journalist, humanitarian news presenter, foreign correspondent, speaker, and author who is also a board member of Crescent Institute, which was founded in 2000 to connect, inspire, empower, and educate professionals of diverse backgrounds through high-calibre learning opportunities and was a foundation board member of Soldier On, which supports Australian Defence personnel who have suffered through their service in recent wars.

Previously, he was also a board member of the John Mack Foundation, a charity set up by New South Wales Australian of the Year Deng Adut to honour his brother by promoting peace in South Sudan and providing scholarships for people from refugee backgrounds.

Hugh has received numerous awards, including two Walkleys, a Logie, honours from the Human Rights Commission and the UN Association Media Award.

A Startling Introduction to Personal Branding

Back in the day, when Hugh Riminton was working for CNN, he was surprised the first time he heard a colleague refer to herself as a brand. The concept seemed so foreign, almost laughable to him at the time.

It felt a bit unsettling that an individual's unique and complex persona could be boiled down to something as rigid and corporate as a 'brand.'

Despite his reluctance to view himself as a brand, Hugh acknowledged the importance of aligning with organisations that reflected his values.

He proudly associated himself with Channel 10, a brand younger than him but one he was comfortable with and believed in.

He emphasised the significance of working for people and companies whose values align with your own, a rule he strictly followed.

He told a story from the 1980s about a former colleague who had moved into public relations. This colleague sought out individuals who had worked for controversial companies like tobacco firms, admiring their ability to navigate complex issues in hostile environments.

Despite the allure of significant salary advancements, Hugh couldn't bring himself to work in a situation where he would advise companies on getting out of morally grey situations. He refused a job offer that didn't align with his values, demonstrating his commitment to maintaining his integrity.

Objective Reporting Amidst Personal Values

When it came to reporting on topics that clashed with his values, Hugh explained his objective stance. His role was to report fairly on public interest issues, giving everyone a fair say in conflicts or discussions.

He tackled the delicate balance of reporting in today's social media era, where extreme views can gain substantial traction and fragment people's perceptions of reality.

He highlighted tragic incidents, like a shooting in rural Queensland, showing the dangerous disconnect that can happen when individuals only access information that reinforces their worldviews.

In light of these challenges, Hugh stressed the responsibility of mainstream media to provide coherent, intelligent, and truthful information.

He championed evidence-based information and fact-checking as crucial elements in maintaining the integrity and value of mainstream media in this digitised age.

A Crucial Early Lesson on Reputation

Hugh reminisced about his childhood, recalling an incident where a minor theft mishap led him to a significant realisation about reputation. He was wrongly accused of taking $10, which was a substantial amount in those days.

Although he was innocent then, his previous minor misdeeds had already tainted his reputation, leading everyone to assume his guilt. This early experience imparted a vital lesson about the impact of reputation on one's life.

He further illustrated the point with his father’s story. Despite not having formal qualifications, his father was a respected community member, managing a medical school and running numerous charities.

His father's integrity and unblemished reputation were his foundation, showing Hugh the real-world value of a good name.

In the current times, Hugh has acknowledged the challenges of sustaining a reputation, especially in the era of social media.

With the anonymity the internet offers, he highlighted the unfair and sometimes brutal attempts to tarnish people's reputations.

But Hugh firmly believed in the strength of freedom of speech, emphasising the importance of not engaging with negativity and focusing on keeping a clear conscience and integrity intact.

He has, for the most part, managed to keep his composure amidst online turmoil, blocking out persistent negativity and only involving authorities in extreme cases of threat.

Never Compromising Values and Integrity

Throughout his career, Hugh admitted to making mistakes but emphasised his continuous learning journey.

He shared his early career challenges, revealing how his reporting unintentionally endangered vulnerable individuals, marking a hard lesson learned about the ripple effects of international reporting in the pre-internet age.

In discussing his encounters with influential figures in the media industry, Hugh expressed his gratitude for never feeling pressure to compromise his values or reporting style.

His longstanding reputation as a principled and unyielding journalist has shielded him from potential external influences that could have swayed his work ethic.

Firmly, Hugh stressed his commitment to maintaining his integrity, opting to walk away rather than let his values be undermined.

Empathy and Understanding for Veterans

Hugh Riminton had a profound experience working with veterans. He encountered individuals deeply scarred and changed by their wartime experiences.

If one encounters some individuals without understanding their history, they might come across as aggressive or substance abusers. But Hugh emphasised the importance of context.

The very nature of his work led him to assist those in the most pain, some of whom held vastly different worldviews, especially when it came to issues around violence and anger. But for Hugh, it was about being there for them, offering a listening ear, and helping them find peace.

On the topic of being a newsreader for a younger audience on Channel 10, Hugh remarked that while television news audiences tend to skew older, his vast travels across Australia and interactions with people from all walks of life gave him a unique perspective.

He didn't see his role as just a newsreader; he loved getting out, understanding the issues, and connecting with people, considering it both fun and a privilege.

A Clear Conscience Amidst Controversies

Discussing his relevance in the media landscape, Hugh pointed out the delicate balance between skill set and brand. For him, a significant portion of his value to the network was based on branding.

If a network felt he no longer fit their brand for whatever reason, they could choose to part ways. But Hugh expressed his deep love for newsrooms, the dynamic of curiosity, banter, and team spirit that drew him in every day.

Hugh also mentioned his engagement in various media activities, including radio shows. His main focus remained reporting and covering major issues, ensuring the audience was served right.

On the topic of the controversial Robodebt issue, Hugh criticised the system for its lack of whistleblower protections, especially since the initiative was flagged as unlawful right from its inception.

When asked about public perception and his personal reputation, Hugh conveyed a sense of confidence and conviction. He wasn't overly concerned about how he was perceived.

Instead, he drew strength from his values, often standing for vulnerable individuals. In his view, reputation was built on values and beliefs, and he felt it was important for his reputation to reflect someone who wouldn't be easily swayed and who would fiercely defend those in need.

Media as an Equaliser and Emphasizing Human Dignity

Hugh believed that the role of media should serve as an equaliser.

In a world where individuals often find themselves vulnerable due to external factors or institutional failures, he felt that the media had the potential to restore balance.

The satisfaction he derived from work wasn’t just from completing a challenging task but from knowing that he had positively impacted someone’s life.

Hugh's core beliefs remained consistent despite the various tools and skills he had acquired over the years. For him, the essence of his work was the fundamental value of human dignity.

His experiences, from witnessing the U.S. Civil Rights movement to growing up in Sri Lanka and later New Zealand, shaped his strong stance against racism. His belief system was rooted in the idea that everyone should be treated with equal respect and dignity regardless of their background.

Valuable Lessons from Mentors and Guiding the Next Generation

Throughout his outstanding career, Hugh encountered numerous mentors. While some taught him essential journalistic skills, others exemplified qualities like generosity and empathy.

Robert Penfold, his boss during his tenure as a London correspondent for The Nine Network, profoundly impacted him. From Robert, Hugh learned that one could be a successful journalist without compromising on their values.

Mentorship also played an integral role in Hugh's later years. He formally and informally mentored many budding journalists. He took particular pride in mentoring young Aboriginal journalists.

The mentoring wasn’t just about imparting skills but about understanding and guiding these young talents through the complexities of their personal and professional journeys.

Final Thoughts: Commitment to Journalism and Core Values

Lastly, when asked about his advice to young professionals, Hugh emphasised the importance of staying true to one's core values.

He believed in continuous learning and encouraged young talents to surround themselves with diverse perspectives. If one stopped learning in a particular environment, he felt moving on and seeking new challenges was essential.

Hugh's parting thoughts during our conversation were a testament to his passion and commitment to journalism. Every story he presented, every idea he shared, was a reflection of his relentless pursuit of truth and fairness.

If you'd like to learn more about developing your personal brand, visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You.

Life or Death for Earth: The Urgency of Dr Judy Friedlander's PlantingSeeds #14

Dr Judy Friedlander is the founder and CEO of the non-for-profit organisation PlantingSeeds, whose flagship project, the B&B Highway, or bed and breakfast for bees, birds, and biodiversity, has grown from one B&B to over 120 in three years, with the regenerative corridors now in three Australian states.

The B&B Highway has grown out of her desire to cultivate a greater appreciation of the environment we live in, as well as foster a greater understanding of the connections among communities.

Before founding the organisation, Dr Friedlander had an impressive media and journalism career. She worked as a newspaper editor and feature writer for The Australian, The Sun Herald, and The Sydney Morning Herald.

She was a producer at Channel Nine Television, where she worked on research for her master's degree in interactive multimedia. Later, she completed her PhD at the Institute of Sustainable Futures at the University of Technology, Sydney.

Her studies and journalism experience impressed upon her that it is, in fact, important to walk the talk and that biodiversity and environmental issues require much more than just research and writing, they require doing it as well.

Throughout her decorated media career, Dr Friedlander has always had a passion for both social and environmental issues.

When she is not dedicating her time to PlantingSeeds, Dr Friedlander can be found at the Institute of Sustainable Futures at the University of Technology, Sydney, working as a postgraduate researcher.

The Concept of Planting Seeds in Branding

When Dr Friedlander talks about "planting seeds," she’s invoking more than just a literal interpretation of agriculture or gardening.

For her, planting seeds is an emblematic philosophy that involves investing effort and wisdom in complex issues, particularly environmental sustainability and biodiversity.

Reflecting on her mother's influence, Dr Friedlander notes, "My mother always used to say, Jude, you just have to plant some seeds, and things will grow." This insight perfectly harmonises with her current work.

She advocates for applying constant effort, nurturing ideas, and understanding that the road to change is a complex, "messy" one—embracing this complexity is key.

Though passionate about the concept, Dr Friedlander points out that planting seeds isn’t the end goal; it’s about witnessing them grow into mighty trees, reflecting her desire for tangible and lasting change.

The complexity of the subject matter she tackles, particularly biodiversity, isn’t lost on her. "It reflects my background and who I am because I come from a journalistic background. I've done a PhD, and I've become an advocate. I'm about doing now as well as communicating," Dr Friedlander adds.

A Brand or Not a Brand?

When asked about her own brand, Dr Friedlander is candid about her ambivalence. In the era of "info glut," as she terms it, establishing a personal brand is not just a luxury but a necessity.

But she admits, "I think I call myself a reluctant brand." This stems from her journalistic background, where she used to be the one asking questions rather than being in the spotlight.

The research during her PhD at the Institute for Sustainable Futures illuminated the pivotal role personal branding plays in communicating complex issues like the environment.

"When there's so much information, and so much eco-anxiety around, the research found that yes, the person and the brand was absolutely pivotal," she admits.

Dr Friedlander is more at ease now, coming to terms with the fact that she needs to be at the forefront to effect change. This brand, however reluctant, is in a position to make a positive impact on biodiversity.

"I'm very keen to utilise what I know, how to gather knowledge, how to communicate knowledge, how to be an advocate, and how to apply evidence," she asserts.

Perception: How Others See You

An interesting turn in the conversation brings us to how others perceive Dr Friedlander. Having recently attended a session on 'Regeneration,' she was intrigued by the descriptions from her peers, who referred to her as a "pocket rocket" with a "drive for knowledge.

While she hadn't previously given this much thought, she admits, "I've been told quite often when I talk that people say, 'Oh, I can see your passion,' which always takes me a bit off guard."

For Dr Friedlander, reputation isn't about what's projected or how one is perceived; it reflects core values and alignment with her work. This led her to shift from a media role that did not resonate with her value system into areas that genuinely reflect her passions and ethos.

She highlights the reinvention of her personal brand as she transitioned from a media role to becoming a founder and academic.

The process was like climbing a mountain—challenging yet enlightening. "To succeed in an endeavour is that you have to be aware of your own limitations and your capacity and be comfortable with it," she says.

The Role of Family in Shaping Reputation

When asked about the significance of reputation, Dr Friedlander emphasised its immense importance, attributing much of her understanding to her upbringing.

Her father, a successful figure in government, and her mother instilled in her the significance of reputation early on.

The seeds for understanding the gravity of reputation were sown in Dr Friedlander's childhood. Elected school captain at her primary school, she once faced a moral dilemma when she did not invite her entire class to her birthday party.

Being pulled into the principal's office for this oversight was pivotal. From then on, she understood the importance of being considerate of everyone around her and the impact that has on your reputation.

When Values Come Into Play

Though Dr Friedlander acknowledged that her parents played a significant role in moulding her understanding of reputation, she also pointed out that she gained a more nuanced understanding of her values over time, particularly in her professional life.

In her first job, she worked half the time at The Sydney Morning Herald and the other half at Cosmopolitan Magazine.

While the two experiences offered varying degrees of satisfaction and learning, it was evident to her that she was uncomfortable with the "hedonistic vibe" of the women’s magazine.

At this point, she realised her values were misaligned with the work environment, pushing her towards more meaningful opportunities.

Values vs. Beliefs vs. Behaviours

Navigating the labyrinthine relationship between values, beliefs, and behaviours, we explored how these different facets impact our actions and reputation.

According to Dr Friedlander, while everyone shares basic values, individual priorities can differ vastly. Over time, beliefs and behaviours can evolve, but core values generally remain constant.

She argued that many people may hold certain values but fail to live them out, often due to fear, pressure, or lack of opportunity.

Fascinatingly, Dr Friedlander pointed out how Aristotle's rhetorical theory of ethos (reputation or character), pathos (emotions and values), and logos (logic or facts) continues to be relevant today.

According to Aristotle, effective communication must tug at the heartstrings. For Dr Friedlander, this entailed sharing personal stories that evoke emotion and resonate with universal values.

She highlighted that emotion and values are inextricably linked and should be part of any meaningful dialogue.

She believes that the cornerstone of trust, both personally and professionally, is the alignment of one's values, beliefs, and behaviours, and that a disconnect between these elements can lead to a loss of trust and ultimately damage one’s reputation.

The Realisation of Being a Personal Brand

Dr Friedlander discussed a transformative moment when she realised her pivotal role as a personal brand.

After appearing in an ABC News interview to promote her organisation, she acknowledged the weight of her responsibility.

Whether promoting her flagship program, the B&B Highway, or speaking at events such as addressing 30 schools for the Queensland Office of the Chief Scientist, she grasped the reality: she was the brand that led the organisation.

She mentioned her initial discomfort with being the brand representative, cautioning that while appearance matters, it should be backed by authenticity and the right values.

Reflecting on the Journey: From 'Food Faith' to 'Planting Seeds'

Dr Friedlander explained that her organisation, initially called "Food Faith," was meant to explore the intersectionality between faith groups and sustainability.

She later realised that a more scalable focus was necessary, prompting her to rebrand as "Planting Seeds."

The revised focus was pollinating gardens to protect threatened pollinators like birds and insects, a scalable mission now active in over 120 locations across three states.

Our conversation then steered towards the intricacies of branding in the realm of biodiversity.

Dr Friedlander's unique approach lies in using a "metal frame" — a versatile, catchy umbrella concept that houses various elements.

For example, her flagship project, the B&B Highway, has a relatable title, with the "B&B" standing for anything from "bees and birds" to "bed and breakfasts for biodiversity."

When working with schools, Dr Friedlander strongly emphasises not just the "facts" but also weaving in values and the importance of the environment.

She uses holistic approaches like "corridors of regeneration and learning" to facilitate knowledge sharing between schools and communities, aiming to support biodiversity at the grassroots level.

The Power of Mentorship

Dr Friedlander believes mentorship plays an essential role in professional development. Her journey has been enriched by various mentors, from her PhD supervisor to editors during her journalism career.

She also credits her family and the dedicated team she works with for their continuous support.

Dr Friedlander shared invaluable advice for younger people aspiring to lead an organisation: "Stay the course, be realistic, and use your knowledge." She advises them to associate themselves with organisations and people that align with their values and to not hold back from sharing their passion effusively.

Final Words

From the intimate relationship between personal branding and the complex world of biodiversity to the importance of values and mentorship, Dr Friedlander's journey offers vital lessons for all.

She ends on a high note, reminding us that the fuel for this often challenging journey is, in her own words, "passion, compassion, and knowledge." With the urgent issues facing our world, her story is a testament to the power of authentic representation and unwavering commitment.

If you'd like to learn more about developing your personal brand, please visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You.

How to Become Relevant and Make an Impact - No Matter Who You Are

April Palmerlee was appointed CEO of AmCham in 2017 after an international career in government, education, and the corporate sector. American-born, Palmerlee has lived in Sydney since 2003 and is a dual citizen.

She is a member of Chief Executive Women and a graduate of the Australian Institute of Company Directors. She received a BS from Georgetown and a Master’s from Columbia.

In Australia, she has worked for the University of Sydney’s US Studies Centre, the Lowy Institute for International Policy, the Centre for Independent Studies, and Potomac Partners.

In the US, she held the rank of Assistant Secretary at the Department of State with the remit for international women’s issues. Before that, she was a senior executive at the Council on Foreign Relations in New York.

She has also worked for couturier Oscar de la Renta, financial publisher The Bank Credit Analyst, and not-for-profit The Spanish Institute.

She is on the boards of CIS and Georgetown University Australian and New Zealand Centre. She also chairs a scholarship selection committee at the Fulbright Commission.

Building Reputation and Resonance: April Palmerlee's Approach to Branding

April Palmerlee, the former CEO of the Australian American Chamber of Commerce (AmCham), shared fascinating insights into her notable career.

Over the last short period, she recounted her experiences, particularly the memorable times she spent with none other than President Obama.

April acknowledged the American Chamber of Commerce's distinct and recognisable brand, but she didn't consider herself as having a personal brand per se.

Instead, she spoke passionately about the reputation she had built throughout her journey, a guiding compass that influenced her actions and decisions.

Reflecting on the notion of branding, April playfully likened it to the Kardashian phenomenon, associating products and merchandise. For her, it was more about standing for certain principles, representing values and aspirations, and providing meaningful connections.

Thus, while she may not possess a traditional "brand," she undeniably embodies ideals and a vision that resonates throughout her career.

April's dedication to fostering stronger ties between the United States and Australia became evident during her tenure at the University of Sydney and in her consulting work.

Even as she traversed different roles, the essence of promoting the vital US-Australia relationship remained consistent.

Being a dual citizen and having resided in both countries for over two decades, April expressed a profound and personal connection to both nations. This connection, she believed, contributed to her persona and reputation, but what truly excited her was the opportunity to be a part of something bigger.

Whether championing the alliance, working at the University of Sydney, or engaging in consulting projects, she thrived on contributing to a greater cause.

April hoped people viewed her as a fair individual, someone who firmly distinguished between right and wrong.

Making connections was her forte, and she saw opportunities for growth in various businesses, universities, organisations, and leadership spheres.

Doing what was right was paramount for her, as her values deeply drove her throughout her illustrious career.

Her strong values had roots in her upbringing. Growing up in a suburban area outside the District of Columbia town in Maryland, her family instilled essential values in her.

But it was during her time at Georgetown, a Jesuit university, that her character took shape. The Jesuit principles of passion, commitment, and courage profoundly impacted her young adult self and shaped her path, especially while navigating the political landscape in Washington, DC.

When asked about situations where her values clashed with external pressures, April stated that such dilemmas were inevitable. Making tough choices was integral to staying true to one's values and conscience.

She believed that anyone with strong values would encounter these challenges, ranging from everyday decisions to major ones that affect others' lives.

April also touched on the allure of the political sphere, where some individuals are drawn by the desire to serve others. This altruistic spirit motivates people to enter politics, just as it does with teachers, priests, doctors, and others who wish to contribute to their communities. However, April cautioned that the allure of power could sometimes lead to one-off tracks.

Having once been part of a think tank in New York, providing input on government policies, April's life took a significant turn when she was within the Bush administration. This experience taught her the delicate balance of decision-making and the complexities of implementing grand political visions.

The idealism of making a difference must confront the realities of compromise and find the art of the possible to realise those visions for the greater good.

In the intricate world of politics, understanding the decision-makers' challenges is crucial before passing judgement.

Reflecting on her journey, April revealed a particular instance where she had to confront a challenging dilemma head-on.

She recalled dealing with an employee who didn't align with its core values despite being a valuable asset to the organisation and bringing in substantial clients.

Making the difficult decision, she decided to part ways with this employee, sending a powerful message to her team that standing by one's principles is paramount, even if it meant sacrificing short-term revenue.

April emphasised that embracing one's values was not just about making a personal statement; it had a far-reaching impact on the entire team. She set a standard for others to follow by staying true to her beliefs, fostering an environment where integrity and authenticity were valued.

Discussing broader societal changes, April highlighted the gradual shift towards increased awareness and sensitivity towards others' feelings and perceptions. She expressed optimism about the corporate sector's progress in recognising the importance of these elements and how they impact organisational culture.

While acknowledging the corporate world's strides in prioritising values and ethics, April noted that the political landscape appeared to lag behind. However, she acknowledged ongoing enquiries into the behaviour within political circles, indicating that positive changes might be on the horizon.

The Impact of Purpose: How Understanding Company Goals Shapes Employee Choices

April also shared her insights on the evolving job market and the increasing significance of employee values. According to her, job seekers, especially young graduates and professionals, are no longer content with merely working for any company that produces widgets.

They now prioritise understanding the company's purpose behind creating widgets, their target customers, and the values upheld by the leadership. This focus on alignment with their values has led people to choose their employers more carefully, resulting in a shift where individuals vote with their feet by staying loyal to companies that resonate with their beliefs.

Reflecting on her own leadership experiences, April cherished a profound compliment from her assistant. The assistant expressed on LinkedIn that they had never felt as free to be themselves as they did while working at AmCham. This highlighted the importance of fostering a culture of acceptance and belonging, encouraging everyone to be authentic.

April emphasised the significance of character, drawing on a quote she admired: "Character is what you are in the dark." As a diplomat, she understood the value of manners and etiquette but recognised that true character shines through when no one is watching.

In the early stages of one's career, she believed that a personal brand or reputation was built upon actions rather than mere words. For instance, accomplishments, networks, and recommendations from people who trust and know you personally play a vital role in shaping one's character.

April emphasised the value of loyalty, something she felt was somewhat overlooked in today's fast-paced job market. While acknowledging that staying with a company for decades might not be common, she still valued commitment and dedication, urging young professionals to spend sufficient time understanding the company and contributing value before moving on to the next opportunity.

Finding Connection and Impact: April Palmerlee's Approach to Staying Relevant

April delved into the concept of relevance and how it evolves throughout one's career and life. She shared her personal experiences, reflecting on times when she felt a shift in her relevance, especially during transitions in her career and geographical locations.

April likened politicians to suffering from RDS," or "relevance deprivation syndrome", when they leave their positions, experiencing a sudden decline in attention and meeting opportunities.

She could relate to this feeling when she left the Bush administration and moved to Hong Kong during the SARS outbreak. The transition from a high-profile, powerful position to a smaller market required her to reassess her relevance and find new ways to stay connected and impactful.

In her business endeavours, April discovered the value of finding common ground with people she met. Finding that connection made conversations more enjoyable and productive, whether it was having kids in the same school, sharing a love for a particular sport, or bonding over their pets.

When asked about relevance, April's perspective shifted towards the idea that everyone is relevant to someone in some situation. Even when she wasn't pursuing a big corporate career, she found ways to be relevant to others.

For instance, she created the Centennial Park Ultra Marathon, which significantly impacted a specific group of people who lacked access to traditional ultramarathon events due to transportation constraints.

April emphasised that relevance doesn't have to be grand or global; it can be as simple as being of service to your family or friends. Contributing and feeling useful to others, she believed, brought the most satisfaction.

Mentorship without Borders: Fostering Genuine Connections

April Palmerlee spoke passionately about the mentors significantly impacting her life and career. Reflecting on her experiences, she recalled several bosses who served as great mentors during different stages of her journey.

One of her early inspirations was Jack Kemp, a former congressman and Buffalo Bills quarterback. Listening to him speak about housing affordability and The American Dream at her brother's high school graduation left a lasting impression on her. She volunteered on his presidential campaign during her university days, observing and learning valuable lessons on fundraising, campaigning, and focusing on constituents.

During her time working for Oscar de la Renta, April learned the art of hosting dinner parties, convincing friends to support events, and navigating interactions with politicians.

Working with Les Gelb at the Council on Foreign Relations was a particularly influential experience. Les not only mentored her professionally but also became a father figure. He even hosted the engagement party for April and her now-husband, Luke, showing how mentorship can extend beyond the workplace into personal life.

April acknowledged that mentorship can be derived from various relationships, whether the person knows they are mentoring you or not. It's about what you take from the experience and the genuine connection you establish with the mentor.

With her wealth of experience being mentored, April acknowledged that she, too, has taken up the role of mentoring others. She emphasised that mentorship is an ongoing process that cannot be confined to a fixed schedule. Instead, it requires genuine care, promotion, and the fostering of a strong working relationship.

Speaking to high school students or MBA classes, April advises aspiring professionals to focus on who they want to be and what values they share with potential mentors rather than getting caught up in titles. The key to success for her has been working for leaders she admires and respects, such as her past chairman, Brendan Nelson. He motivated her to become a better person and taught her invaluable lessons.

While loyalty is often associated with how long a job sits on one's CV, April emphasised that true loyalty involves caring for and promoting employees, even if it means they may explore other opportunities.

At AmCham, April felt fortunate, considering it was almost like a training academy for the Sydney business community. The organisation's focus on nurturing and providing visibility for its employees has led to their success, even if some of them get poached by other companies.

Mindfulness in the Digital World: Considering the Permanence of Online Content

April highlighted the unique form of loyalty exhibited by the employees at AmCham, the organisation she worked for. She emphasised that their loyalty extended beyond merely fulfilling job duties and staying at their desks; instead, they actively invested in the company's success by making introductions and speaking highly of AmCham's endeavours.

In her view, loyalty went beyond the formalities of signing a contract; it was about trust, belief, and a genuine desire to work for and with the organisation. April acknowledged that such loyal employees could serve as mentors, whether or not they held official mentoring roles.

April expressed her awe at the current prevalence of social media in people's lives by discussing her passion for engaging with the next generation. She recalled the days she entered the State Department, obtaining top-secret security clearance through a rigorous vetting process.

Today, the scrutiny of potential public servants has extended to their social media presence, raising different considerations for those contemplating careers in public service instead of aspiring influencers or journalists.

From personal experience, April stressed the importance of exercising caution with digital communication. She remembered advice from a law school professor who advised against writing anything that one wouldn't want to be published on the front page of a newspaper.

Recalling instances when her seemingly private emails reached unintended recipients, she emphasised the need for mindfulness about digital content's potential permanence and visibility.

April cautioned against the pitfalls of posting thoughts hastily without considering their impact on one's reputation in the long run. She acknowledged that past social media posts, which may have seemed wise then, may no longer reflect one's current beliefs.

April Palmerlee's Positive Impact on Individuals and Organisations

April Palmerlee shared her experiences with both formal and informal mentoring. She acknowledged participating in formal mentoring programs, such as being a mentor for scholars at the University of Sydney. She was assigned specific students whom she mentored throughout the year.

April also mentioned a two-way mentoring program run by AmCham's Melbourne office. In this program, seasoned leaders learned from their mentees as much as they shared their leadership insights. Another mentoring initiative was the Global Leadership Academy, where the next generation of CEOs was exposed to different leadership styles, particularly those effective in diverse cultural settings.

Beyond these structured programs, April saw herself as a mentor every day, particularly to younger colleagues. She highlighted an incident where she encouraged a bright woman in her team to avoid self-doubt when expressing her ideas during meetings. She emphasised the importance of confidently delivering opinions without starting sentences with phrases that undermine credibility.

April expressed her commitment to constantly finding ways to improve. Even in successful initiatives, she sought opportunities to make small but significant improvements, striving for a continuous 1% improvement. This approach to mentoring extended to various aspects of her work, including reviewing and enhancing AmCham's activities during their doorknocks in Canberra.

Her perspective on mentoring was not limited to formal arrangements. April saw mentoring as an opportunity to share learning and support growth within structured programs and everyday interactions.

In conclusion, April Palmerlee's approach to mentoring involved a mix of formal and informal engagements. Her willingness to invest time and effort in nurturing others' potential exemplified the positive impact mentoring can have on individuals and organisations alike.

As she remained open to further mentoring opportunities within AmCham, her dedication to fostering growth and improvement reflected her commitment to developing those around her.

The Value of Diverse Experiences: Oscar de la Renta's Impact on April Palmerlee's Journey

April fondly recounted her unique experiences while working with Oscar de la Renta, a renowned fashion designer known for his couture expertise, philanthropic endeavours, and humanitarian efforts.

At the start of her career, April pursued her passion for international relations and became a baby diplomat in the School of Foreign Service. However, fate took her to New York, where she worked at the Spanish Institute alongside the prominent fashion icon Oscar de la Renta.

Initially, April hesitated to consider a career in fashion, but her boss encouraged her to explore the opportunity, citing the power that international businessmen wielded in contemporary society.

Taking a leap of faith, April embraced the fashion world and began working with Oscar de la Renta.

Although initially feeling out of place amid the bustling Fashion Avenue, she discovered a whole new world beyond the glitz and glamour. Oscar's involvement in the Metropolitan Opera, his charitable endeavours, and the personal stories of the people he helped profoundly impacted her.

During her time with Oscar, April learned valuable life lessons, including the realisation that everyone, regardless of their status, is just a human being. Working with the influential ladies of New York, she saw firsthand that they were no different from anyone else, breaking the notion that titles or societal status should induce fear or awe.

Her experiences with Oscar extended beyond fashion. She was tasked with caring for an orphanage he supported in the Dominican Republic. When Oscar was invited to give a commencement address at her alma mater, Kent School, he entrusted her to work on the speech, even seeking feedback from his close friend, Dr. Henry Kissinger. This revelation taught April that stepping off her intended path had enriched her life and provided invaluable learning opportunities.

After her time with Oscar de la Renta, April moved on to work at the Council on Foreign Relations, a prestigious think tank. While she considered removing her fashion experience from her resume, her boss at the think tank recognised the uniqueness and intrigue it added to her profile, valuing her diverse journey.

As April Palmerlee reflected on her experiences, she emphasised the importance of imaginative capacity and understanding situations from others' perspectives.

She mentioned Ingvar Kamprad, the founder of IKEA, who believed in having executives experience various roles within the company, including menial jobs. This approach enabled them to appreciate the work done by their colleagues and foster a more empathetic and collaborative work environment.

Regarding hiring, April prefered individuals with customer service experience, valuing the firsthand knowledge they gained from working with people in different situations like handling morning coffee rushes or dealing with customer difficulties. Such experiences were seen as valuable assets in any job.

Insights and Final Message for Young Individuals

Offering advice to young individuals seeking jobs, April suggested focusing on the type of boss they would work for and the problems they want to solve rather than getting fixated on a specific job title. By giving their best effort and displaying qualities like loyalty, hard work, and innovation in their current roles, opportunities for advancement would naturally present themselves.

She also touched on the importance of dressing appropriately for the job you aspire to have, as it can influence how others perceive you. While modern workplaces offer more flexibility in personal expression, being mindful of the setting and industry can make a difference in how colleagues and potential employers perceive you.

April's insights emphasised the significance of understanding oneself, showing dedication in every role, and being aware of how others perceive us in shaping a fulfilling and successful career journey.

If you'd like to learn more about developing your personal brand, please visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You.

How to Build a Powerful Brand That Reflects Your Vision and Values

Ross Greenwood, the current business editor of Sky News and host of the daily program "Business Now," boasts an impressive career in the media industry.

Previously, he served as the Business Editor at Channel Nine for a remarkable 17 years, during which he became a regular presence on popular shows like the Today Show and Nine News. He also hosted the widely acclaimed radio program "Money News" nationwide for an impressive decade.

Throughout his distinguished career, Ross Greenwood's reporting has taken him to various corners of the globe, providing him with valuable insights into the global business landscape.

Notably, he held esteemed positions as the former editor of BRW and various personal investment magazines in Australia. He also played a pivotal role as the founding editor of Shares Magazine in both Australia and the United Kingdom, solidifying his expertise in the financial domain.

Ross Greenwood's practical experience in financial markets extends beyond his editorial roles. He proudly served as a founding director of WAM Asset Management, contributing his invaluable insights and expertise to the company's success. His extensive knowledge led to his appointment as chairman of the Investment Committee for six years at the renowned Industry Fund Media Super.

Through his multifaceted career, Ross Greenwood has consistently demonstrated his passion for business journalism and his deep understanding of financial markets. His expertise, gained from years of experience and diverse roles, has solidified his position as a respected figure in the industry.

Ross Greenwood's Brand Identity

In the world of public figures, it inevitably becomes necessary for one to establish a personal brand over time.

Ross recognised the significance of maintaining a positive brand image and reputation. He understood that any behavioural misstep could tarnish his brand and people's perception of him.

Ethical and moral considerations played a vital role in Ross's decision-making process. He believed in making sound choices aligned with the right principles rather than opting for expedient or short-term gains. Throughout his career, he took pride in his ability to make integrity-based decisions.

Ross also highlighted the importance of balanced commentary. While journalists often faced criticism for their inclination towards negativity, Ross emphasised the need to celebrate the positive aspects of society.

He believed in acknowledging and learning from mistakes while actively weeding out individuals who engaged in fraudulent activities.

Simultaneously, he urged recognition of the success and brilliance demonstrated by exemplary businesspeople.

Having witnessed the abundance of talented individuals in Australia, Ross was driven to share uplifting stories that inspired and generated a sense of goodwill.

He believed that such stories unveiled the qualities that contributed to success, often rooted in the collective efforts of a team rather than individual achievements alone.

Ross recognised that being a leader entailed surrounding oneself with capable individuals who shared the same vision and values. By fostering teamwork and leveraging the strengths of others, he believed in building better businesses and achieving sustainable growth.

Ross reminisced about a memorable experience while working on television. He vividly remembered accompanying a well-known individual, whose name remained undisclosed, during his travels.

Ross observed this person's remarkable effort to project a persona of complete and utter negativity. It was evident to Ross that the people around them reacted negatively to this behaviour.

During that time, Ross was relatively young, likely in his late twenties. As he witnessed this display of negative energy, he couldn't help but contemplate the tremendous effort expended to create such a hostile atmosphere.

Ross pondered the possibility of expending far less energy and choosing a more pleasant demeanour, allowing for smoother interactions with others throughout the day.

Ross firmly believed that when someone recognised you on the street, it was a pleasant occurrence and not something to be frowned upon, considering the territory of one's profession.

He encouraged individuals to be at least a little bit amiable towards those who approached them. After all, it didn't take much time or effort to reciprocate kindness, even when caught up in a busy work schedule. Ross suggested a simple explanation such as, "Excuse me, I'm working here," which could suffice.

As Ross emphasised, the underlying principle was to never lose sight of the basics of being a decent human being.

When people approached you due to your success or accomplishments, he advised taking two seconds to acknowledge their interest instead of building impenetrable walls around yourself.

Ross warned that failure to do so might create negative impressions and eventually have repercussions. He said, "At some stage that will come back, that hubris as it were, will come back and will bite you on the backside."

Ross Greenwood's Perspective on Public Perception

In reflecting on the dynamics of public perception, Ross acknowledged the inevitability of varying opinions regarding his art or public persona, whether through television or business endeavours.

While it was challenging to completely control how others perceived him, Ross believed in living with an open heart, embracing the idea that one couldn't please everyone.

In the realm of the public eye, Ross became more mindful of his social media presence. He opted to share less about his personal life, considering it to be his own private domain.

Although he valued privacy, he didn't feel the need to boast or disclose details about his holidays or meetings.

However, Ross observed that social media could be a breeding ground for anonymous individuals who could launch attacks without knowing or understanding him.

He found it more reassuring that when he spoke or expressed himself through traditional media channels, his name was associated with his words, providing a sense of accountability. He believed that attacking others from behind the shield of a screen was a cowardly act, though he recognised it as a reality of the modern world.

Despite the challenges posed by online platforms, Ross acknowledged the positive aspects of social media, such as enabling freedom of speech and facilitating the exchange of opinions.

He understood that occasional excitement or passionate responses could arise in this digital landscape and accepted it as part of the territory.

Over the years, Ross had ventured into setting up several small businesses. He learned a valuable lesson early on: not putting his name on the business was advisable.

Reflecting on the example of Dick Smith, who had achieved tremendous success with a business bearing his name, Ross realised that attaching one's name to a business made it difficult to sell without personal involvement.

Drawing from his own experiences, Ross recounted the challenges he faced when his name became synonymous with a magazine business he had established in London.

As the face of the enterprise and deeply involved in its operations, he discovered it was challenging to extricate himself when an offer to buy the business came along.

While other shareholders happily cashed out and walked away, Ross found himself in a unique position where the business's value was closely tied to his presence.

This realisation prompted Ross to contemplate the survival of a small business without its founder. It became a critical test for any entrepreneurial venture.

While the outcome might vary, the ability of a business to thrive independently of its creator was key. Ross acknowledged that selling a business in the future required it to be self-sustaining, operating as a standalone entity, even without the original owner's active involvement.

Ross stressed the importance of entrepreneurs avoiding losing themselves entirely in their businesses. He shared an anecdote about the emotional attachment many business owners develop, akin to inventors deeply invested in their creations.

Their intense focus and passion can overshadow other aspects of their lives, resulting in losing perspective. Ross considered it a valuable lesson for young entrepreneurs to maintain a broader, more holistic approach to life.

Recognising that a business must be capable of running successfully without its founder was a key lesson Ross had learned early in his career.

According to Ross, if one had invested all their energy into working for a specific company, considering it the epitome of their professional journey, it would signify a fundamental problem—a lack of balance.

Recognising that their skills and talents could be equally valuable elsewhere is crucial. Sometimes, it is only by venturing out and testing the waters that one can truly understand their full potential and market value.

Nobody hands out a manual with an exact price tag when determining one's worth. The only way to gauge how much one should be paid and what they are truly worth is by putting themselves out there and assessing the responses. It's a process of testing and refining.

In the world of business, an intriguing reality emerges. For Ross, regardless of the size or nature of a business, any offer made for it is worth considering.

Don't succumb to hubris and assume the business is worth far more than the offered amount. Opportunities for offers and interests don't come around daily, so each one deserves sincere consideration.

Ross Greenwood's Path to Building Trust and Reputation

When Ross reflected on his journey and the invaluable lessons he learned about building a brand and reputation, one person stood out as his great mentor—Robert Gottlieb, known as Bob Gottlieb.

Bob had founded Business Review Weekly, a publication for which Ross eventually became the editor. What Ross admired about Bob was his understanding of the need to market beyond the confines of their own organisation.

During their younger years, Ross and his colleagues ventured into radio and television appearances to promote the brand they represented. Bob recognised that in doing so, they were also creating individual brands for the people involved.

Notable figures like David Koch were part of the team, each carving out their own brand identity and reputation.

Bob emphasised that personal branding should align with the represented entity's values, ethics, and judgement.

In their case, it was the magazines they produced and television and radio programs. This approach instilled a strong sense of purpose in their communication efforts.

Ross found satisfaction in translating complex subjects, such as business, economics, and personal finance, into accessible language for their audience.

Ross and his team established a deep connection by serving as trusted allies and reliable translators for their consumers.

They felt empowered to criticise, question the government, and analyse budgetary decisions on behalf of their audience. They acted as representatives, addressing tough questions and offering insights into the strategies and direction of the government.

Even today, Ross believes that being a trusted representative, asking hard questions, and providing clarity remains essential. It allows the audience to perceive him as a reliable source of information and analysis on matters that affect their lives.

As Ross reflected on his role and his dedicated work, he understood that there would come a day when someone else would take his place.

He acknowledged that this person could be equally trusted and proficient, if not better, at the job.

Ross recognised that his role was not about being the only one who could fulfil it but rather about fulfilling it to the best of his abilities during his time. This realisation aligned with not putting one's name on the business.

It was essential to avoid considering oneself irreplaceable. Ross emphasised the importance of never imagining that someone else could not do the job. They could and would, albeit in their own unique way.

It might even lead to different levels of success, but the work would continue, carried out by others as necessary. This understanding brought about humility and a sense of perspective.

Ross recognised that his contribution was valuable, but he also acknowledged that others would always be capable of stepping into his shoes. This mindset allowed for growth, adaptation, and the potential for fresh perspectives and approaches to drive progress.

The Value of Having a Mentor

Ross grew up in a business-oriented environment, residing in regional Victoria with his father, an incredibly solid and reliable figure.

Ross also had a not-so-pleasant grandfather, who, in hindsight, wasn't the nicest person. This family dynamic shaped Ross's decision-making approach.

Whenever faced with a choice, he would deliberately think about what his grandfather would do and then consciously opt for the opposite course of action.

On the other hand, he would also consider his father's approach and generally follow a path aligned with his values and judgement.

Throughout his journey, Ross encountered influential individuals who imparted valuable lessons. Perkins, a remarkable editor and business expert at The Australian, demonstrated that work could be both enjoyable and challenging.

Countless others in the television and radio industries took the time to explain and guide Ross, along with colleagues who accompanied him on the learning journey.

Even within the business community, many people generously shared their time and expertise.

Terry, the former director of Bankers Trust, and Jeff Wilson, from Wilson Asset Management, were instrumental mentors in the financial services realm. These encounters expanded Ross's mindset and pushed him to explore his limits, fostering personal growth and development.

Being a journalist allowed Ross to have adventurous experiences that tested his composure. He recognised the importance of passion in business endeavours but emphasised the need for calm decision-making.

Maintaining composure during critical moments became essential in radio and television, where strict deadlines and precise timing were paramount.

Ross noted that while the pressure could be high, it was crucial to remember that he wasn't saving lives but rather commentating on events.

Keeping a level head and relying on experience was key to making sound decisions and navigating challenging situations.

Drawing from his experiences, he believed that panicking after making a mistake often led to compounding errors and potential disasters.

Instead, he advocated for acknowledging and rectifying mistakes promptly, focusing on finding effective solutions. This approach allowed for efficient problem-solving, even in high-pressure situations.

The Significance of Aligned Values

Ross became acutely aware of the significance of values early in his career, particularly during his journalism education, where ethics were emphasised. He understood that ethics went beyond mere legal obligations and distinguished between right and wrong.

For Ross, ethical journalism meant taking responsibility for his own work, refraining from plagiarism, and safeguarding the confidentiality of sources.

It also entailed never throwing colleagues under the bus. These principles formed the foundation of his ethical compass, and he recognised their utmost importance.

Another vital lesson Ross learned was the importance of owning up to mistakes. However, he observed a concerning trend in larger organisations, where the lines between protecting the organisation's reputation and doing the right thing often blurred.

He witnessed instances where the organisation's reputation precedes ethical conduct and accountability.

Even in religious institutions or other prominent organisations, he noticed the prioritisations of reputation over morality. This dissonance troubled Ross, as he believed that doing the right thing should be paramount, even if it incurred significant costs.

These ethical considerations were not limited to journalism but extended to running an organisation as an entrepreneur.

Ross emphasised the need to stay true to one's morals and ethics, even when faced with dilemmas or shortcuts taken by others. Upholding one's principles might not always yield immediate advantages, but sticking to the long game was essential.

Ross's approach was to constantly question what he believed to be the right course of action.

He sometimes chose not to write stories that could cause harm, understanding that taking the cheap shot was not the answer. Instead, he prioritised the long-term implications and the importance of doing what was ethically correct.

Navigating the complexities of values, discerning genuine stories from fabricated ones, and distinguishing right from wrong can be arduous.

Ross understood the importance of conducting thorough checks and hesitated whenever doubts arose. He believed in erring on the side of caution and exercising caution.

Throughout his career, Ross encountered legal challenges, lawsuits, and court battles because of his unyielding pursuit of truth.

Some organisations targeted him to safeguard their reputations, even when Ross sought to expose unethical or illegal practices.

Nevertheless, he persevered, often with the support of employers who supported him and provided the necessary backing. Such support was crucial for journalists, enabling them to weather legal storms and maintain their integrity.

Ross recounted an instance during the receivership of his business when the receiver assured him and his colleagues that they would be supported and indemnified to continue their work. This bold move allowed them to keep writing and confront the organisation in court.

In the end, the morally compromised organisation collapsed, and Ross had no regrets about his actions, as he firmly believed that the organisation was deeply flawed.

These legal battles and personal attacks were occupational hazards for journalists committed to doing the right thing.

Similarly, businesses must seek legal advice and defend their interests, such as protecting their patents and territories. Safeguarding personal brands against competitors seeking to undermine them is also crucial, as credibility and reputation are intertwined with trust in delivering the right message.

Furthermore, Ross emphasised the significance of behaviour in both professional and personal realms. Treating others with respect, regardless of their position, was paramount.

Workplace bullying, harassment, and aggressive behaviour towards staff, competitors, or suppliers were behaviours that Ross found unacceptable.

He believed that investment banks and shareholders should pay closer attention to the behaviour of chief executives, as poor conduct should not be overlooked.

In fact, Ross applauded the growing trend of holding executives accountable for their actions and behaviour.

For Ross, treating colleagues respectfully, fostering open dialogue, and standing up against bullies were essential to creating a positive work environment.

He advocated walking away from organisations that condone or perpetuate such behaviour if necessary.

Maintaining Relevance Beyond One's Career

Over time, Ross gained wonderful experiences along the way. He ended up on various boards, like the media super board and the WAM capital board, when Jeff started that up. He also did some work for ASIC and engaged in charity work as a necessity.

It was funny how the charity was perceived. Ross remembers when a famous person called him and asked how much he was being paid for the charity event they were both speaking at the next day. Ross was puzzled and asked for clarification.

The person persisted, wanting to know the payment amount. Ross had to explain that it was a charity event and he wouldn't be receiving any payment. It was a reminder of the different perspectives on charity.

Ross believed in the importance of compassionate behaviour. He recognised the people in the community who needed help and tried to assist them.

He saw it as a gift to give and make a difference. Moreover, he believed that engaging in charity work expanded his knowledge and ability to express himself. Through these experiences, he built trust with others in responsible positions.

Keeping secrets was a crucial aspect of Ross's work. He could maintain confidentiality and ensure that the information shared with him remained undisclosed. This trust allowed him to broaden his conversations and delve deeper into understanding what was happening beyond simply chasing a story.

As Ross grew older, his ability to anticipate the future became greater. He had witnessed similar events unfold, giving him a sense of calmness when faced with new situations.

He had the experience to understand how things might play out. Although he didn't always get it right, he had a deeper understanding of the consequences of high inflation and its impact on interest and employment rates. This knowledge helped him anticipate what might happen next and the triggers involved.

The pleasure of experience lay in the breadth of Ross's encounters. Through his work as a journalist, he had the opportunity to see and interview people, which provided him with unique experiences and insights.

From swimming with sharks to driving race cars, Ross had diverse adventures that expanded his perspective. These encounters allowed him to ponder and understand things from different angles, beyond his usual role as the "boring finance guy."

Advice for Aspiring Journalists

In our conversation, Ross mentioned how many young people in journalism often get diverted along their career paths. He highlighted that journalism is a long game, not a short one, and it can sometimes be frustrating.

However, he emphasised that those with the skills to write, present, communicate, and translate have a great career ahead of them. While other professions may offer higher financial rewards, Ross acknowledged the exceptional talent among young journalists.

Ross also discussed the evolving media landscape and the rise of social media as a platform for success. He noted that traditional media is undergoing transformation and morphing into new forms.

As an editor, Ross expressed the importance of not being overly critical of the original writers. He encouraged recognising and supporting the individuals who generate ideas, as they are the driving force behind stories and deals.

Reflecting on the changing media landscape, Ross highlighted the incredible opportunities digital platforms and social media created.

He emphasised the lower barriers to entry and reduced costs associated with creating and disseminating content. Ross also praised the ability to reach niche markets and the impact of influencers revolutionising the industry.

Ross further discussed how media fragmentation has allowed individuals to build businesses within this new ecosystem.

He stressed that distance is no longer a barrier, allowing young people from diverse locations to access global markets and share their ideas, products, and innovations.

Ross emphasised that this dynamic shift is changing the world and will pave the way for a generation of innovators and flourishing businesses.

Mentoring the Next Generation

Ross shared that he actively mentors young people. He highlighted the presence of a young and talented team within his organisation.

They continuously bring in graduates and students straight from university, providing them with training and nurturing their skills. This practice has been ongoing, even as recently as 12 months ago.

Ross emphasised hiring highly motivated and technically literate individuals with fantastic skills.

One interesting observation Ross made about young journalists is their need for training in phone communication. He found it amusing that he had to teach them how to make phone calls, such as when reaching out to the treasurer's office after an interview.

Ross advised skipping the pleasantries and getting straight to the point. He found it a basic skill, although he realised that not everyone grew up with it.

Despite the humour in this observation, Ross encouraged young journalists to trust themselves and their abilities, disregarding any negative beliefs imposed by older generations.

Ross emphasised that the skills young journalists possess today are as good as, if not better than, those of previous generations.

He urged them to continue working on their skills and have self-confidence. Ross believed that success in one's career and personal life depended on those around them.

Identifying individuals with similar values, progressiveness, intelligence, and a willingness to teach can greatly contribute to one's trajectory and stability.

He stressed the importance of not isolating oneself, whether as a business leader or within the workplace, as isolation is one's worst nightmare.

Insights and Final Message for Young Individuals

According to Ross, one of the most important steps for those young individuals eager to develop themselves, their personal brand, and their careers is to travel extensively.

He emphasised the significance of understanding one's place in the world by exploring different countries and realising that one's skills are just as relevant abroad as at home.

Ross believed that having the confidence to compete and succeed in places like the United States, Asia, Europe, or the UK provided a tremendous advantage when returning to Australia.

Another key suggestion Ross offered was to embrace entrepreneurship and wholeheartedly pursue one's dreams and ideals. He encouraged individuals to take the leap early, learning from mistakes and remaining undeterred by setbacks. While cautioning against reckless spending, Ross advised including others on the journey to share experiences and build connections.

Ross highlighted several essential points for young people to remember.

First, he urged them not to lose hope and to maintain a long-term perspective. Rather than being consumed by present concerns, Ross encouraged them to lift their heads and look forward, envisioning what the world will look like in 5, 10, or 15 years and aiming to be a part of that future.

He found it remarkable that immigrants often see opportunities in Australia that locals take for granted, emphasising the importance of recognising and seizing them.

Ross also noted that Australians excel when working abroad because they have a knack for identifying opportunities that locals may overlook. This ability to perceive untapped potential is one of the reasons why travel is so crucial.

Furthermore, Ross stressed the need to understand the world's geopolitics, pointing out the rapid rise of nations like India and Vietnam and their significant influence on Australia's future.

While acknowledging China's ongoing importance, Ross emphasised the emergence of these countries as key players.

If you'd like to learn more about developing your personal brand, please visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You.

How to Excel in a Corporate Career While Building Your Personal Brand

Caroline Gurney has been CEO of Future Generation since 2021, the charitable investment group that is Australia's first listed investment company to combine financial and social returns. Caroline has also served on the board since 2019.

Caroline Gurney is well known in media circles and was the Managing Director and Head of Marketing and Corporate Communications for Australasia and Deputy Communication Officer for Asia Pacific at UBS.

Before joining UBS in 2002, Caroline was Vice President and Director of Corporate Affairs for Asia Pacific at Citibank. In addition to her roles in Australia, she worked in Singapore, Hong Kong, and London.

Caroline is also a member of the Ascham School Council and the Centennial Park & Moore Park Trust, a director of Our Watch, a charity focused on preventing violence against women and children, an ambassador for the Australian Indigenous Education Foundation, and a former member of Chief Executive Women.

How Caroline Identifies Herself as a Brand and Sets Herself Apart

Caroline expressed her deep appreciation for brands and the values they embody.

Having collaborated with renowned brands in the financial services sector, she never considered herself a brand in her own right.

Instead, she identified herself as the CEO of Future Generation—an integral role that held great significance for her.

Being entrusted with decision-making, Caroline understood the expectations placed on her by shareholders and her dedicated team.

Caroline acknowledged that her position as CEO was further reinforced by the support of Future Generation's boards and chairs.

While others might perceive her as a brand, she didn't view herself solely as Caroline Gurney but as someone striving to remain relevant and excel in her role.

She strongly desired to perform exceptionally well, driven by her unwavering commitment to integrity, trustworthiness, and work ethic.

In her eyes, being associated with a brand meant being an integral part of the company she worked for.

Caroline explained that her association with Future Generation began during her tenure at UBS, a highly esteemed and widely recognised brand.

Having dedicated 18 years of her career to UBS, she also served on the board of Future Generation Australia alongside Geoff Wilson and other exceptional individuals for three years.

During her time on the board, Caroline demonstrated a genuine commitment to the core values of Future Generation, which emphasised the importance of generating investment returns while making a positive social impact.

The company recognised her passion and believed she could propel it to the next development phase. They also witnessed firsthand her contributions and efforts while serving on the board, which instilled a sense of trust.

The company acknowledged Caroline's possession of the necessary skills and ensured she would receive adequate support during the transition from a vast global organisation like UBS to a comparatively smaller yet agile boutique firm.

The decision to appoint Caroline was founded on trust and the belief that she would guide the company towards future growth.

Although Caroline acknowledged the association of her personal brand with hard work, she also emphasised effective communication, articulating the company's objectives, and delivering a profound impact

Caroline expressed her strong desire to make a meaningful difference, which was important to her.

She firmly believed that she could only assume the CEO role in an organisation with a clear purpose.

While she acknowledged the possibility of working for another organisation, it would require them to truly uphold their values and have a sense of purpose.

Caroline remained deeply committed to her current endeavour and was determined to see it progress to the next stage.

She recognised the transferability of her skills across different contexts. However, what mattered most to her was aligning her personal values with the organisation.

To ensure this alignment, Caroline conducted thorough due diligence by engaging extensively with the CEO and other board directors, delving into the intricacies of their work and values.

Caroline emphasised the significance of believing in the work one does. In her view, without a genuine belief in the cause, one could never reach their full potential, not only for personal growth but also for the benefit of shareholders in the company.

What Happened When Caroline’s Values Were Challenged?

Early in Caroline's career, she encountered a situation where her values were tested.

Fresh out of college with her degree, she worked for a small marketing company. It was a founder-led company, and the founder's son was also part of the organisation.

Caroline couldn't help but notice that the direction the son wanted to steer the company in didn't align with her own values.

Realising that she didn't feel comfortable with this misalignment, she decided to explore other opportunities in the job market because she knew that voicing her concerns would have no real impact on the situation.

Now, she understood that every role she pursued had to enable her to make a meaningful impact and remain true to her own beliefs and aspirations. This lesson has stayed with her over the years, influencing her decisions in every subsequent role she has taken on.

In every role, Caroline believed there lies a challenge that fuels her engagement and commitment.

She considered herself fortunate to have worked for an exceptional company in London, where she is now an alumnus. This company, known as the leading financial marketing agency in the UK, still maintains a strong connection with her.

When Caroline joined the firm, she found deep resonance with its values and beliefs, which allowed her to work on accounts that ignited her passion.

As Caroline dedicated herself and excelled in her work, she swiftly ascended to the partner position.

The firm's dedication not only to its clients but also to its employees left a lasting impression on her.

She was inspired to work even harder for an organisation that fostered such a remarkable culture. Since that experience, Caroline has always sought out companies with great cultures, a mindset she cultivated during her twenties.

Once one discovered a fantastic culture, she believed it was worth cherishing and never giving up.

When Caroline reminisced about her twenties, she recalled her strong desire to explore opportunities abroad. During that time, she diligently explored numerous job prospects.

Being in her twenties, she had the advantage of being a versatile professional capable of taking on various roles.

Caroline eventually joined Citigroup, and her position entailed serving as the regional head for a segment of the consumer bank and the private bank in Asia. She found great fulfilment in this role, primarily due to the company's robust culture.

As a new business in the Asian market, they had an exceptional management team that she wholeheartedly believed in.

Together, they ventured into untapped markets, driven by a genuine commitment to quality following the Asian crisis.

Transitioning to UBS, Caroline held a deep admiration for the remarkable culture of Australia. She actively embraced and contributed to it.

Acknowledging the industry-wide impact of events like the Royal Commission and the Aged Care Commision, she affirmed the significance of selecting an organisation that aligns with one's values, where an individual can be relevant and make meaningful contributions.

How Others Perceive and Value Caroline's Leadership Qualities

Several years ago, Caroline had the privilege of attending a captivating presentation on personal branding by a remarkable lawyer. The event occurred approximately 15 years ago, but its impact on her was profound.

She distinctly remembered being in awe of the speaker's insightful explanation of personal branding.

During the presentation, the lawyer posed a question to the audience, asking if they had chosen to retain their maiden names. Caroline distinctly recalled the response: "Yes, I did." The reason behind this decision became apparent as Caroline delved into conversations with various individuals.

It became evident that establishing a strong network, nurturing connections, and maintaining a lasting impression were not easy tasks in a highly competitive and challenging world.

Inspired by the lawyer's teachings, Caroline began to identify three key elements that she believed were crucial to personal branding, concepts that had also been discussed in my book.

The importance of being a trusted advisor, actively participating in conversations, and remaining relevant through hard work resonated deeply with her.

One component of Caroline's personal brand was her integrity and reputation, which were well-known and highly regarded. However, her personal brand extended beyond that. It encompassed a holistic view of her identity.

If one were to observe Caroline outside the work environment, within her family, a different side of her would be apparent.

As a mother, a wife, and a friend, she was known for her caring nature and willingness to go out of her way to help others, regardless of their background or circumstances.

Caroline's personal brand also extended to her community engagement. People didn't just perceive her in a professional capacity; they saw her as someone who could provide support and enhance the values and mission of the community initiatives she was involved in.

While this role didn't fit the traditional CEO hat, it was an important aspect of her overall brand.

Caroline held positions on several boards, including Our Watch, a prominent non-profit organisation dedicated to preventing violence against women and their children, which received government funding.

She also engaged in philanthropic activities, and her involvement in these organisations allowed her to exercise different skills, such as influencing, advising, and opening doors for positive change.

Caroline took great pride in the achievements made through her contributions, as she recognised the importance of using her skills to help others.

How To Build A Positive Professional Reputation

Caroline reflected on a significant incident from her previous work in the media industry. It revolved around a complex transaction that required her involvement.

As the deal progressed, she encountered a situation where she was urged to convey a particular message without fully comprehending its meaning or agreeing with its appropriateness.

Caroline was taken aback by the suggestion to simply deliver the message as instructed. She refused to compromise her integrity by relaying information she didn't fully understand or believe in.

Determined to maintain her reputation for honesty, she took a different approach. She proactively reached out to a journalist involved in the matter, admitting that she was uncertain about the details and hesitant to provide misleading information.

Caroline remained silent instead, recognising that her reputation was more significant than any deal. She firmly believed in the importance of being truthful and transparent, even if it meant responding with a "no comment."

Throughout her career, Caroline witnessed numerous instances where individuals tried to deceive others, only to face the consequences later on.

She held the belief that everything she shared should withstand public scrutiny. If her words were to be published on the front page of a newspaper the next day, she wanted to stand by them with pride and confidently share them with her loved ones, knowing that she had spoken the truth.

Learning How to Stand Out and Succeed

When Caroline worked in Asia for Citigroup and contemplated a move to Australia with the same organisation, she conversed with Gordon Dickinson, who held a co-CEO position alongside Chris Mackay.

During their discussion, Caroline expressed her desire to relocate to Australia. The executives inquired about her potential contributions, highlighting that they represented the leading investment bank in the country.

Given that their interactions were limited to phone conversations, they questioned the rationale behind employing her without any prior face-to-face meetings.

In response, Caroline enumerated her extensive professional background, having worked in London, Singapore, and Japan. She emphasised her comprehensive understanding of media dynamics in these regions and her track record of making a positive impact.

Caroline also mentioned her involvement with the Citigroup Foundation, where she contributed to projects related to microfinance and various other areas.

Confident in her capabilities, Caroline firmly believed she could offer a distinctive perspective. Recognising the importance of differentiation in Australia and the wider Asia Pacific region, she stressed the value she could bring to the table.

Intrigued by her response, the executives sought clarification on what precisely set her apart. In reply, Caroline highlighted her unique perspective, which she believed was crucial for setting oneself apart and excelling in the competitive landscape of both Australia and the broader Asia Pacific region.

Following the conversation, Chris Mackay extended a job offer to Caroline, culminating in a challenging dialogue requiring her to delve deep into her capabilities.

The unexpected nature of the questions forced her to reflect and articulate her value proposition. She passionately conveyed her determination to learn and adapt swiftly, despite acknowledging her lack of prior experience in investment banking.

Reflecting on the interview, Caroline found it an enlightening experience where she had to define her skills and what she could contribute. The desire to secure the role fueled her efforts throughout the process.

Ultimately, Caroline commenced her tenure in a relatively junior position but ultimately ascended to the board, earning a spot on both the local and Asia Pacific boards. This achievement was a testament to her relentless dedication and unwavering commitment.

How to Stay Relevant and Thrive in Your Career

Caroline employed various techniques to maintain her organisational relevance, consistently delivering results. She was diligent in her communication efforts, constantly engaging with others and bringing them along on her journey.

Networking also played a crucial role, as Caroline made a point to attend as many relevant events and gatherings as possible.

She professionally approached her interactions, always willing to take on tasks when others were seeking assistance.

A notable moment occurred when Caroline sat down with Matthew Grounds, a highly esteemed banker, and Chris Mackay.

They thoroughly examined the landscape, analysing journalists, opinion leaders, and other influential figures. Through this collaborative effort, they formulated a comprehensive plan. Caroline wasted no time in putting the plan into action.

Throughout her career, she had the privilege of working under exceptional leaders whom she viewed as mentors or coaches and individuals who excelled in their respective fields.

Seeking their guidance and advice became a consistent practice, ensuring that she learned from the very best.

Caroline believed that actively seeking opportunities to help others and consistently going above and beyond in her role played a significant role in maintaining relevance.

To ensure her ongoing relevance, Caroline always had a well-thought-out plan. The realisation struck her during a conversation when someone asked about her three-year plan, prompting her to reflect on her one-year plan and consider extending it further. Determined, she developed a comprehensive long-term plan.

Recognising the diverse goals of the 15,000 shareholders across different generations, Caroline knew that doing her best required extensive knowledge. So she immersed herself in reading, devouring newspapers, blogs, and social media content.

She sought wisdom from industry gurus through textbooks and even indulged in novels to foster meaningful connections with others.

For Caroline, maintaining relevance meant actively engaging with shareholders. She firmly believed in the power of roadshows and personal interactions to connect with stakeholders.

Recognising that she couldn't be an expert in everything, she leveraged the expertise of remarkable individuals, such as exceptional not-for-profits and fund managers, bringing them along when necessary.

Caroline believed demonstrating generosity and giving back was key to maintaining relevance.

She was convinced that people naturally gravitated towards understanding the motivations behind such acts.

The government's pledge to double philanthropy and social impact by 2030 made it a pertinent topic, ensuring anyone engaged in that conversation remained relevant.

In Caroline's view, relevance extended beyond societal matters and encompassed personal lives as well.

It was essential for individuals to have a voice and actively participate in shaping their own existence. She cherished her diverse group of friends, each contributing unique perspectives.

Some focused on their work, while others devoted their time to non-profit organisations or held positions in publicly listed companies.

Caroline valued the different dimensions they brought to her life and vice versa.

Friendships held particular significance for Caroline, especially those with fellow parents.

Recognising that children go through various stages of growth and development, she found solace. She sought guidance from friends who had experienced similar milestones, even as her daughter grew older.

Caroline emphasised that she never assessed people based on their job titles or material possessions. Instead, she valued their character and contributions to their friendships, appreciating the essence of who they were as individuals.

The Power of Having Mentors and Guides

Caroline attributed her upbringing to having a significant influence on her character, instilling her with essential skills and values.

Her family played a pivotal role in shaping her, teaching her the importance of loyalty, faithfulness, and other life lessons.

Caroline's grandmother, hailing from Sheffield, had a humble background and worked in the coal mines. Caroline vividly recalled her grandmother's advice to find happiness in work and friendships—a sentiment that deeply resonated with her.

She internalised that while jobs could change multiple times throughout one's career, cultivating lasting friendships required continuous effort akin to commitment in marriage and family.

Therefore, family held immense significance for Caroline, and she frequently sought guidance from her husband, Matthew, whom she regarded as the person whose opinions mattered most to her.

Caroline was often the only woman in the room throughout her professional journey. However, she considered herself exceptionally fortunate to have been guided by remarkable women and men who played vital roles in her success.

Their mentorship and support propelled her forward, and she acknowledged that she wouldn't have achieved her current position without them.

Making a Positive Impact by Mentoring Younger People

Caroline expressed a deep inclination towards mentoring and providing opportunities to younger individuals, driven by her own experiences.

Whenever someone approached her seeking guidance, she found it difficult to refuse. Her immediate response would be an enthusiastic "Yes!"

She had mentored numerous young women throughout her career, although she had mentored only a handful of young men.

She would typically lend her guidance during pivotal moments in their professional journeys, such as when they contemplated making changes or sought assistance in navigating large organisations—areas where she had successfully traversed herself.

Caroline took pride in mentoring remarkable Indigenous women through the Australian Digital Education Foundation.

The experience proved immensely fulfilling for her, and she acknowledged the valuable lessons she learned.

Reflecting on her time with these mentees, Caroline remarked that it would be easy to say she learned more from them than they did from her.

She also believed the mentor-mentee relationship was mutually beneficial, with both parties contributing to each other's growth and development.

Caroline firmly acknowledged the importance of mentoring others, emphasising its value for personal and professional growth.

Caroline’s Wisdom for the Younger Generation

Caroline acknowledged the challenges of starting and striving to establish one's reputation and personal brand.

She noted that securing desirable roles and excelling in them can be quite daunting. However, she firmly believed in the power of persistence.

Caroline emphasised the importance of trying repeatedly and persevering, for she was convinced that genuine effort would eventually yield positive results.

In her view, building a successful career requires patience, so you must remain steadfast in defining your values and personal identity.

Caroline recognised that change played a vital role in personal growth. Whether switching industries or reevaluating one's own convictions, these experiences offered valuable insights into one's individuality.

Asking questions played a significant role in Caroline's approach. She encouraged others to be inquisitive, for it was through curiosity that one garnered attention.

Caroline believed that standing out didn't always necessitate constant showmanship. Rather, it could be achieved by posing relevant questions, actively participating, expressing willingness to take on challenges, and demonstrating a strong presence.

She regarded these qualities as key components in making a lasting impression.

Final Messages

I want to thank Caroline Gurney for sharing her insights and experiences with us.

Thank you for listening to this episode. Please leave a five-star review and subscribe for more episodes if you enjoyed them.

If you'd like to learn more about developing your personal brand, please visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You.

How Human Rights Advocacies Can Impact Your Brand and Reputation

Actively managing your personal brand is critical if you want to significantly impact the areas of your life important to you. 

What you say and do influences how people perceive you, so take note that your personal branding will determine how successfully you’ll be able to make an impact in life.

Craig Foster is a former Australian captain of the Socceroos, broadcaster, adjunct professor, author, and human rights activist. 

In 2019, the Australian Financial Review recognised Craig as a true Australian leader and the Sydney Morning Herald as one of the people that defined 2019.

He was the recipient of the 2020 New South Wales Government Humanitarian Award for his work with sport and human rights, an Australian Human Rights Commission medal finalist, was awarded the 2020 Australian Muslim Council Abyssinian medal, and was a finalist for the New South Wales 2021 Australian of the Year. 

In 2021, Craig became a member of the Order of Australia. 

He also worked with the Australian Immigration Minister Alex Hawke and Foreign Minister Maurice Payne, as well as trusted members of the Australian Parliament. 

Craig used his sporting and political connections to secure the safety of many Afghans. 

Craig was recognised as an Australian Father of the Year in September 2022 for his human rights and humanitarian work that impacts kids from many different cultural backgrounds and, aside from his three amazing biological children, for his support of 15 young Afghan girls, who refer to him as their Australian dad, after being evacuated from Cabal in September 2021, and in October 2022, for distinguished service to immigration by the Migration Institute of Australia.

Today, Craig is an advisor on athlete activism for some of Australia's most prominent sports people and an adjunct professor of sport and social responsibility at Torrens University in Australia, where he has developed an online course called Sport for Good, which teaches athletes and sports practitioners how to utilise sport for social justice and progressive issues around the world. 

Craig Foster's Insights About His Brand

Craig didn’t view himself as a brand per se, but he recognised the power of public perception and the social and political capital that accompanied it, and he intends to leverage this power to benefit the causes he supports.

According to him, he had never planned to promote himself to the public as a particular person. Instead, he aspires to live by a set of principles and let the public see him in the light of his actions, discourse, and advocacy work.

Craig's passion for social justice had always been a part of him. Even as a young child, he felt strongly against injustice. 

His passion continued to develop as he grew older, particularly during his teenage years, when he often served as captain of sports teams. 

In this leadership position, he prioritised standing up for those less powerful and needing assistance.

As he progressed in his professional career, first as a soccer player and then in Socceroo, Craig became involved in various social justice areas, including homelessness, domestic violence, gender equality, and First Nations rights. 

Although his involvement was often through football, his dedication to these causes remained constant.

As Craig has grown older, he has become more skilled, educated, and capable of bringing these issues to light.

When asked about his opinion on whether social justice referred to any particular areas or if it was a broad perspective, Craig explained that injustice per se always offended him. 

He mentioned that while he came from a background of very average means, his father was a hard worker who had to give up a lot to raise three sons in a country area. 

He never lacked anything, and all doors were open to him as he progressed through his young sporting career. 

He recognised that he was in the cultural and racial majority, spoke the language, and looked the same as everyone else. 

He understood how to interact with people, and no one ever looked at him askance or thought his religion was a problem. 

All forms of injustice offend Craig, and it's just a question of time, energy, and the area where he feels it would be most impactful.

How Others Perceive Craig 

Craig didn't really spend too much time thinking about how others perceived him.

He mentioned, "And one of the reasons is because I think when it comes to fighting injustices, it can be dangerous to focus too much on what the public is going to think about what I say or whether I want to embed myself in this issue because quite often, injustice accompanies marginalisation and demonisation and externalisation." 

Craig used the example of the refugee situation and how someone may hesitate to help because it could affect their brand.

He valued the importance of reputation or personal brand, as it can influence people's willingness to listen or follow in one's footsteps. 

But he stressed that it's a delicate balance, and he's prepared to fight against injustices regardless of how it might affect his personal brand or reputation.

The Importance of Craig’s Reputation

Craig, a person known for fighting for causes related to fairness, equality, and humanity, explained that he has always been prepared to fight for what he believes in, even if it affects his reputation. 

At 53, he has developed a reputation that many people find important because of the causes he fought for, even if some disagreed with them.

He said, "The most important thing in my view, sitting here now in my middle age if you're talking to young people, is authenticity, purpose, and courage. They are much more important than trying to curate what you see as your reputation or your brand."

Craig believed that his reputation would become secondary if he took actions consistent with injustice. 

While he understood that some people might prioritise reputation, like in a corporate environment, it's straightforward for him - he fights for causes where people are being harmed. He didn’t care whether it enhanced or damaged his reputation.

Craig has developed a course called "Sport for Good" for Torrens University. 

It aims to educate athletes and sports administrators about social justice and human rights frameworks, and it provides them with tools for campaigning and using their platforms to speak out. 

He believed it was important for young Australians to have this kind of education, as he never had it when he was young. 

Craig advised the young generation to act based on appropriate values, principles, and purposes, which will ultimately build their reputation. 

He cited his own experience as a refugee advocate in Australia, where being an advocate carried social and political risks, as an example of the risk one must be prepared to take when fighting for certain causes.

But he believed that taking that step is necessary if one is acting on an underlying fundamental basis of helping others based on basic human rights.

Over time, if one continued to be consistent in working towards human rights and social justice, one would eventually develop a reputation as someone courageous enough to take on these challenges.

Craig believed that climate action was a good example of this. Twenty years ago, advocating for climate action and acknowledging anthropomorphic climate change were not widely accepted in Australia, and people who did so were often seen as loony activists. 

But today, such actions command deep respect because they are seen as fighting for a worthy cause—a liveable planet for everyone.

Craig believed that social change was necessary to challenge society, and he felt it was important to tell a country or the world when they were wrong. 

Craig also recognised that his experience in the media had given him a unique set of skills that allowed him to navigate difficult conversations and bring the majority of people along with him on important issues. 

He understood how to craft effective narratives and messages and felt others could also develop these skills.

For Craig, leadership is about many things, but ultimately it's about trust. 

People want to join causes with others they trust and who do things for the right reasons. 

To be an effective leader, one must genuinely care for others and their well-being. When a team knows their leader cares about them, they will respect the hierarchy and follow that leader.

But when a leader has a hierarchical title but doesn't care about the people under them, they are not seen as authentic leaders, and people won't join them on their journey. 

Often, those with titles aren't the real leaders, despite what their job description may say.

Craig believed one could not be too far ahead of the group to be a leader. 

Instead, they must bring as many people as possible on the journey with them. This means working with the group based on their current capabilities, even if the leader has knowledge that is five years ahead. 

The leader should be far enough ahead to make the group comfortable but not so far that they feel left behind.

True leadership is about distributing authority and power among the people. 

He saw himself as a guide, not an owner, of social movements and believed that the people owned these movements. 

Craig knew he needed all the answers and experts to contribute and shape the steps of the movement. 

He also recognised the importance of distributed ownership in any social movement, which is critical to effective leadership.

Craig invited the most brilliant people to join the movement and shape it with their expertise.

The movement is about the group coming together to achieve something good for society, families, or someone. 

This approach is Craig's best form of leadership because it empowers people and allows them to contribute their skills and knowledge towards a common goal. 

He encouraged everyone to enjoy the journey and to do incredible things along the way.

The Origin of Craig’s Values

When asked where Craig discovered his values, he shared how he grew up in a loving family in a community-minded Lismore, New South Wales environment.

He was surrounded by values of equality and helping each other out. 

Whenever someone needed something, families would provide it, and the community would come together to complete tasks such as building a new tennis facility. 

Craig was drawn to teamwork and equality, and while sport is largely about personal ambition, he preferred achieving goals within a team environment. 

He didn't think he would be a good individual athlete because he didn't find joy in achieving personal titles but found fulfilment in helping others. 

Craig's values of sharing and helping others were instilled in him at a young age. 

He has evolved to become more skilled at addressing social injustices and advocating for vulnerable groups. 

He spent his time now trying to achieve with and for groups being mistreated.

For Craig, beliefs should always change and evolve as one gain more knowledge and wisdom throughout their life journey. 

He's constantly aware of the gaps in his own knowledge and strives to fill them by learning about various subjects such as politics, sociology, and history. 

While his values remain consistent, such as his belief in equality for all, his beliefs about how to manifest those values and their specific issues can change as he gains more understanding through education and experience. 

Craig has always been open to challenging his own beliefs and expects to hold different beliefs in the future as he continues to learn and grow. 

Throughout his life, his approach to understanding these issues has been consistent - he asks himself, "Who is being affected? Who doesn't have the power that I have? Where can I translate that to? Who do I need to fight for? Where is the injustice?" These questions stem from his underlying values and guide his actions.

The current time is very challenging because even the concept of truth is being challenged. 

COVID and climate change have challenged scientific truths, and misinformation and disinformation are rampant. 

Craig believed that the new generation of Australians and people worldwide face challenges they didn't have before. 

According to Craig, "Challenging orthodoxy is incredibly important. Otherwise, you won't find injustices because governments and societies don't like to acknowledge them. So they're very often hidden." 

He emphasised that in doing so, we need to rely on fundamental truths, empirical knowledge, and data rather than flawed knowledge bases or conspiracy theories. 

Craig was concerned about the damage to democracy caused by conspiracy theorists perpetuating misinformation worldwide. 

He acknowledged that questioning is important, but he believed it should be done based on interrogating sources and working to find accurate information.

Have Craig’s Values Ever Been Tested?

Craig reflected on how his values were often tested in his career, particularly regarding social justice issues such as refugees, climate change, and global conflicts. 

He believed human rights were objective and universal, meaning advocating for them often led to highly contentious political areas.

While at SBS as a public broadcaster, Craig understood the importance of maintaining political impartiality and reporting accurately and truthfully in a nonpartisan manner. 

This was fundamentally necessary to democracy, as the media is called the "fourth estate" and is meant to hold governments accountable truthfully and courageously.

Craig mentioned, "The Australian media should be equally able to hold Anthony Albanese or a Labour government accountable as they are Scott Morrison and a Liberal government, both on the foundations of accountability and truth."

Craig thought that highly partisan media was one of the biggest challenges faced in Australia. 

Despite being a contractor rather than an employee, he had been part of SBS for nearly 18 years and deeply appreciated their values.

For him, advocating for refugee rights was a matter of human rights and being politically impartial. 

However, he knew it was a sensitive area, and there were concerns about where to draw the line. 

Craig realised that to be a true advocate for refugees; he would likely have to leave SBS, which he eventually did.

He knew he could have advocated for refugees in a limited way and still maintained his position at SBS, but he felt it would have been inauthentic. 

He felt he was responsible for advocating for refugees as an Australian of some prominence and influence. 

Although he was aware that leaving SBS would put his entire broadcast career at risk, he believed in the issue so strongly that he was prepared to take that risk. 

Craig left SBS and subsequently changed the policy on refugee rights.

Later, he had the offer to go back to broadcasting football with a different broadcaster, Channel Nine. 

He negotiated his right to advocate for any social justice issue under their social media policy, meaning they had to accept him as a social justice advocate and broadcaster, not just a broadcaster.

As a government broadcaster, SBS must maintain strict political impartiality. 

Therefore, when someone like Craig advocates for human rights, which have political implications, it raises questions. 

Craig's firm view, having been involved and understanding it from both sides, is that advocating for human rights is apolitical. 

He said, "In fact, it's the only neutral, objective, non-political framework we have in the entire world. But Australia doesn't quite understand that yet, because we don't talk about it too much. So I didn't really expect SBS or necessarily Australian public taxpayers who are funding SBS to come to the determination."

Craig cites the recent incident with Gary Lineker, a legendary former captain of the English national football team, who is a key football broadcaster for the BBC, which is similar to SBS as a government broadcaster in the UK. 

Lineker spoke about refugees, mistreatment, and the demonising language used to describe them. 

Craig wrote an article in the SMHS today arguing that Lineker's actions were justified, but the BBC stood him down, claiming that his actions were politically partisan against the government. 

Craig believed that he had done the same thing as Lineker and that Lineker had stood up for human rights, which every human must do, regardless of whether they work for a public broadcast, the public service, or anyone else, so he hoped to see more conversations like this in Australia.

Sportspeople’s Selection Process

According to Craig, athletes, particularly professional athletes, have codes of conduct that require them to maintain the reputation of their clubs and leagues. 

He noted that legal boundaries are in place to ensure that athletes adhere to these codes, and he knew this because he was previously the chairman of a players union and was involved in the bargaining of these codes.

The public sees older, legendary athletes as one of the most trusted groups in Australia because, for Craig, this is due to their past accomplishments and the charitable work they do outside of sports. 

But Craig asserted that athletes are not different from others in society and are also flawed. 

As humans, he believed everyone has room for improvement and that our journey through life is about learning and becoming better individuals.

Athletes are not immune to misbehaviour related to violence, sexual abuse, or any other form of wrongdoing. 

They are just like any other person in the population, except for their exceptional physical talents and abilities to excel in a particular social and professional environment. 

The public often admires their skill set and characteristics, such as their resilience and ability to perform under intense pressure.

But despite their high profile and influence, athletes can be just as vulnerable to misinformation and dangerous conspiracy theories as anyone else. 

Their advocacy efforts can sometimes do more harm than good without proper education and understanding of human rights and other important issues.

Those athletes with the intellect, knowledge, and application to understand broader social issues and utilise their platform for genuine good can significantly impact society. 

They can bring Australia along on the journey, using the right language and sensitivity to achieve positive change. However, not all athletes possess these qualities and capabilities.

Some of us are comfortable stepping forward into the public limelight and taking risks, while others aren't, and social activists can also make a difference in different ways. 

It is courageous to stand up against racism or call out companies for their impact on the planet, and every action to help others or the planet is important. 

Craig encouraged everyone to strive to improve daily while recognising their flawed human nature.

Does Craig Foster Maintain His Brand and Relevance? 

Craig was not concerned about maintaining his relevance and brand in the future. 

He recognised that he had been privileged throughout his life, with many opportunities to succeed. 

He's a strong anti-racism campaigner, drawing on skills learned in sports, such as focus, commitment, analysis, iteration, and the willingness to fail.

Craig's interested in using what he already has to make an impact, and that impact is still being determined. 

If he felt strongly enough about an issue, such as something that goes against what Australia should stand for, he was willing to put everything at risk to fight for it.

His focus is on helping all people be better together. He's involved in the Republic movement because he sees it as an opportunity to bring Australia's values of equality, representation, inclusion, multiculturalism, anti-racism, and reconciliation to life. 

Craig didn't know where he would end up in the next 30 years of his professional life, but he was certain that his underlying purpose and guiding principles would always remain the same

He was not worried about his relevance and would prefer to see other more skilled and brilliant people take the lead in bringing Australia along on the journey towards a better future. 

He wanted to see people treated with respect and dignity, and he wanted Australia to reconcile with its history and be proud of its First Nations people. 

Craig believed in a truly multicultural society, where people of all backgrounds have direct representation and the power to go to Parliament, become Prime Minister, and even be heads of state. 

Craig’s Take On Mentorship

Achievement is a product of teamwork rather than individual success - this is what Craig believed in.

He has set out to achieve many things in his life, but none has been accomplished alone. 

He mentioned that he could not be a "Socceroo" (a member of the Australian national soccer team) without the help of a coach or a team since soccer is a team sport. 

Craig learned about equality and the value of teamwork from playing team sports as a child, and a team can only succeed if its members see themselves as equals and work together to achieve the same goal. 

He felt that his biggest skill is bringing together networks of brilliant people, empowering them, and letting them do amazing things. 

Craig didn't consider himself an expert in everything, nor did he seek to lead from the front, as this would not work. 

He's the most visible in the social justice campaigns he leads due to his communication skills and profile, but behind the scenes are some of the most brilliant people he can bring.

He knew he could not achieve his goals alone and constantly sought out people who knew more than him to help him get where he wanted to be and bring Australia along with him. 

Craig didn't consider himself special but rather someone with unique capabilities. He believed everyone has exceptional skills and something to contribute to the world. 

Our goal should be to empower people and show them what they are capable of, as that is how we can make the world a better place.

Craig explained that he has no formal mentors but has always been open to learning from others by asking them about their skills and how they achieved success. 

As a former elite athlete, Craig mentioned that coming out of sport can be a narrow strand of life, requiring a significant focus that can limit exposure to different areas of learning. 

However, he has worked hard to understand these areas and has been willing to approach people and ask them about their skills and techniques.

He believed that being open to learning and recognising what one does not know is important when surrounding oneself with people with broader skills than oneself. 

Some people are willing to share their knowledge, while others may not, but Craig remained committed to learning and seeking knowledge from others.

Final Message and Outro

I want to thank Craig Foster for sharing his insights, experiences, and advocacies with us. 

Thank you for listening to this episode. Please leave a five-star review and subscribe for more episodes if you enjoyed them. 

If you'd like to learn more about developing your personal brand, please visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You. 

The Power of Reputation & Relevancy

Actively managing your personal brand is critical if you want to significantly impact the areas of your life important to you. 

What you say and what you do influences how people perceive you, so take note that your personal branding will determine how successfully you’ll be able to make an impact in life.

Emma is a principal consultant at Derwent, which helps businesses thrive by identifying and connecting with high-impact talent, bringing to the task more than 30 years as a journalist and communications professional.

Reporting in Australia and as a foreign correspondent, she developed a wide network of relationships across several industries. 

Emma honed her people skills at the country's three major media businesses during the most innovative time in digital news and information delivery history.

Leading teams to cover important world events, Emma was popular with audiences and gained the confidence of key talent who trusted her with their stories.

Before joining Derwent, Emma spent a year advising leadership teams at the intersection of marketing and issues management, helping them create engaging content and to leverage a dynamic media environment.

Emma is a strategic thinker who thrives on solving complex challenges. 

Passionate about diversity and inclusion, she is excited about using her skills in research and analysis to match terrific people with excellent opportunities.

How Emma Identifies Herself As A Brand 

Emma said we must see ourselves as representatives of our families, the businesses we work for, and the communities we live in.

Every interaction is a representation of who we are. In that regard, she believes there’s a brand element.

Although she can’t say that she’s always thought about herself that way, she knows that she’s been a public figure in the past.

She’s aware of how she is perceived and its importance in other elements of her life.

Emma is an ambassador for Camp Quality and has been involved with them since 1999. 

She wants to be a public figure when it rocks around raising money in September for them. 

She wants people to be aware of children battling cancer because it's been very hard for charities to gain attention and the requisite funds to continue doing their extraordinary work for the last few years.

To that extent, she’s still a public figure regarding the things she wants to support, her professional life, and her relationships.

How Others Perceive Emma

Emma left ABC in 2020 after being there for 18 years and being a Channel 9 reporter for nearly ten years.

She started her career at News Corp with a byline in the Herald Sun newspaper for over three years.

She was publicly recognised, and her departure from ABC in 2020 was also public.

Emma mentioned, “In fact, the press knew about it before I knew about it, which was particularly hurtful.”

Her departure from ABC has been ventilated in an unkind manner.

She shared that when she left and started a corporate career, Emma talked to a chairman in the top 10 list of companies she had gotten to know well over her 30-year career.

She interviewed him in various iterations as a CEO, as a chairman, and as an advisor. 

She also used to call him for advice on stories and things she heard.

When they discussed what Emma might do next, she shared with him that she was pretty upset about how things were reported.

But his response was, “Emma, I generally believe what I read.”

His statement stung her. 

She said, “I don't think he realised he'd stung me the way he did because obviously, so much was written about the manner and reasons for my departure from the ABC that was so awful and wrong, and malicious and terrible.”

For her, people believe what they read, and it's very hard to get ahead of that. 

There’s so much nuance to things because they are never exactly one way or exactly another way. 

Getting out from under bad publicity can be very difficult if you’re a public person. 

Emma met one of Australia's leading barristers in the defamation space on the advice of some of her lawyer friends.

When she went to his office, he had all the newspaper articles with notes. She recalled what he said, "I've been in this business a long time and journalists suing journalists never ends well.”

We can feel so aggrieved about people saying things that are not true or hurtful. 

Climbing out from under is tricky because we're all human, so it's our instinct to fight back somehow. 

It's hard to know how to do that in a dignified way and how to do it in a way that protects those around you.

Dealing with crises in your personal brand is like having children. Unfortunately, it doesn’t come with a manual.
One thing that Emma didn’t resolve is that she did speak publicly through her own social media channels to say what she wanted to say.

She attempted to write a few of the wrongs that had been said about her and then shut it down.

People in corporate Australia, in the media, and on the sidelines said that she didn’t have to say anymore. 

But for Emma, sometimes you just have to vent. It's not always the best thing to do. But you've got to do what you feel is right. 

The Importance Of Reputation For Emma

Reputation has always been important for Emma. She said that when you're publicly recognised, it follows you everywhere.

So to work, you need to be trusted in the workplace, and you need to be not only a trusted colleague.

You must be a trusted face to carry your brand and business.

Even if you’re not a salaried employee, you still represent yourself, your family, and your community. 

You must think about who you are and what's important. 

Circling back to the social media posts she wrote after leaving ABC. 

She said they were about protecting who she thought she was, which was being maligned and misrepresented.

Ultimately, she believes that what it boils down to is not about the minutiae but about your character and who you know you are.

How Emma’s Reputation Was Established

Emma found that she wanted to be a journalist from a very young age, but it was not easy.

Her parents didn't think it was a sensible career path because, back in Italy, only men of a certain age and stature from a certain family rose to the ranks of distinguished journalists. 

So, as a young woman from a migrant family in Australia, it seems like there's just no chance.

But Emma was determined to study hard and succeed, so she did.

When she became a television journalist, there used to be a lot of murmurings in the newsrooms she was in because the leadership ranks were always men, commenting about how women worked.

Emma worked in newsrooms where women weren't allowed to wear skirts. 

She knows television reporters who've gone on to become news directors, but she doesn’t know any female reporters who've gone on to be news directors. 

She doesn’t know many female reporters who've gone on to be in management because people see women in front of a camera as news readers and men in front of a camera as being quite authoritative.

She believes that those need to be addressed. 

For her, the way people's preconceived ideas of you can interfere with your ability to protect or carve a reputation. 

Emma thinks that many people (both men and women) are ingrained with an expectation of what it means to be a man and a woman.

The expectation is mired in this idea that women, generally, if they had it their way, wouldn't work.

They work because they have to, and men work because they need to support the family. 

Emma finds it unfortunate that a leader will say they’re looking for a woman who can lead but won't create an environment where a woman could thrive.

Emma’s Values Being Different From Others

Emma has written a chapter in a book called Through Her Eyes which is about female foreign correspondents because she’s the generation of the first female foreign correspondent in Australia. 

In its then 80-year history, she was ABC’s only second-ever mother who was posted overseas to London.

She shared two anecdotes from another book she made into almost a comedy skit because it was farcical.

Emma got this big promotion where she was chosen as the Europe Correspondent for ABC. 

She met a beater field of six, all the others were men. She was very proud of herself and what she’d achieved.

 She was going in as a financial journalist in the middle of the global financial crisis. 

She stood on Canary Wharf as Lehman Brothers closed, and people were streaming out of that big building.

Emma was there at a very momentous time in history with her three children, who were all under three.

At that point, she was still on maternity leave when she got the job.

One time, she was trying to meet with her director of the International news division to ask where her kids go to school, how all the other ancillary stuff works, etc. 

She had none of the basic logistics sorted. She thought that since they’d been posting people overseas for more than 50 years, surely there was a division for it.

After two weeks of haranguing her director to get a meeting, someone finally saw her. 

Emma recalled what he said, “All these questions you're asking me, I don't know the answers. Normally, the wives work it out.” 

The chapter from the book Through Her Eyes is about the circumstances around which she left Channel 9 in 2021–2022 because of a misalignment of values. 

She was sent to report on the arrival of the tamper, which was the boat carrying 470 asylum seekers from Afghanistan.

They were fleeing some pretty dangerous and devastating circumstances in their own country. 

This was when the previous Conservative government was adamant that no one should come to Australia unless they'd filled out forms and done all those things required. 

The boat was intercepted by a Norwegian frigate, and the captain wanted to escort them to Australia, but they weren't allowed. 

So a deal was made with the island nation of Nauru to accept the asylum seekers. Emma rushed over there for A Current Affair on Channel 9. 

They were the first broadcast crew to film the arrival and interview then Foreign Minister Alexander Downer as he was inking the deal with the Prime Minister of Nauru. 

Under the great challenge, they had to stop someone on the side of the road and give them $200 to give them his car so they could get around the island.

The camera broke down, and they had to get a fan on it because it was overheating due to the temperatures soaring close to 50 degrees.

They didn't sleep for 36 hours to get this story to Australia for The Monday Night.

Back then, they were getting a million viewers on the show.

They decided not to run the story, even though they had the first pictures.

They had a story on a revolutionary sweat cure that they wanted to promote, so their story got shelved.

Emma said unseemly to her boss and resigned, but he wouldn’t let her leave. 

He told her to take a few days off, and she also recalled, “I didn't get sent to New York for that story, but I would have been because it was my turn, but I was in Purgatory.”

Emma then went to the subsequent election in October 2001 and reported from the tally room for Channel 9.

They were trying to keep her happy by getting her to stay, but she’d be too upset that they didn’t tell their story.

She believes it's a truism in journalism that you don't tell the story of the flood. You tell the story of the person in the flood. 

No one felt real, genuine empathy until they saw the little boy who was dead in the sand. 

There are real people in the story. 

If we were in that circumstance, what would we do? Wouldn't we get on a boat and try to take our families to safety?

Emma wanted to show those faces. But she was actively denied the ability to do it by her employer.

The chapter in the book is called What's News. It examines who decides what's news in a newspaper or on a television program. 

It's about which pictures are the most powerful. If you have good pictures, they will tell the story.

In the situation of the tamper, she could have had great pictures. But they still didn't want to tell that story, for whatever reason. 

She thought it was highly political because it led to an election. However, that's not a reason not to do it. 

Emma’s Values Were Established

When asked where she established her values, Emma answered that it was from her family. 

Her dad used to joke that he came to Australia with two pounds, so he wasn't a 10-pound pommy. He was a two-pound Italian. 

He grew that into a fairly sizable business without speaking the language and became the biggest store holder at the Victoria markets in Melbourne.

Emma and her sister went to private schools, and he bought their first cars. 

Her dad worked hard for his family, and her mother worked hard at home.

Emma often shared with younger people that up until 1966, you weren't allowed to work once you got married as a woman in Australia.

When I asked her if her values changed over time, she said they developed as her mind broadened.

It's from reading, but it’s also from being open to hearing other people's points of view.

Now that she has a daughter finishing school, Emma starts to question why it's so important that younger individuals keep studying as long as possible. 

She told her children that when you go outside of your sphere, whether going into further study or employment, you will meet a whole new raft of people from all sorts of regions and areas. 

It's about continually questioning what you thought to be true.

The reason why Emma wanted to be a journalist is that she’s always keen to learn new things and learn about people.

Stories are powerful, but you must question them rather than just accept them for what they look like.

Don't believe everything you read. Question it. 

Going back to expectations, Emma believes that we must think of child-rearing and housekeeping as jobs that need to be done by someone.

The Victorian Government did a study that Emma exclusively reported on for the ABC because she heard about it at a function.

It looked at the replacement value and the opportunity cost, the two measurements of unpaid work.

In the Victorian example, the government, through Deloitte Access Economics, did a study that found that unpaid work in the Victorian economy made up 50% of GSP, or gross state product.

Since 1985, more women than men have graduated from university in Australia. 

That’s 37 odd years, and yet, when you look at the 500 top companies in Australia, 97% of them are run by men.

A couple of generations is a long time for women to demonstrate their keenness to actively learn and further their opportunities.

Even in our legislation or paid parental leave from the Gilad government, it says that the primary carer is the mother, so it even describes the woman's role. 

Emma believes we need to stop thinking that women must always do unpaid work.

The Importance Of Relevance For Emma To Others

When talking about the topic of relevance, the first thing that popped into Emma’s head was her children.

She thinks that the older the children get, the less relevant they see you, and she’s finding that the most challenging.

So she’s still writing a lot, and she’s just written a chapter in a book.

Emma also has her memoir bubbling away in the background, which she will finish eventually because she thinks she has some things to pass on to the next generation.

Emma thinks that relevance is an interesting term because you have to ask relevant to whom and for what purpose.

It’s the same with many people who unfortunately tied their identity to their job and lost it. 

Because Emma was publicly recognised, she thinks that it’s a bit worse because people have an expectation of who you are.

So when you're not that anymore, who are you?

It's also true in that micro setting if you are an executive and lose that job. 

In her current role in executive search, Emma feels very privileged that people want to talk to her about their careers.

She feels a great obligation to help them in any way that she can, even if they don’t get the role she might be talking to them about.

Emma said, “You can think your life's going in a certain way and life being your career, and so many of us let our lives become dominated by our careers.”

There was a while where she questioned her relevance as to why people would care now that she didn’t have the ABC brand behind her.

For her, the purpose is more important than relevance. 

She wanted to know that what she was going to do had a purpose.

Emma feels that she was very fortunate that she joined a company when she first left ABC, a division of auto in general called Compare The Market, which compares financial services.

She found them terrific because they understood from the get-go that she wasn't there to have her brand aligned with theirs and to sell something.

She was there to help them communicate better.

That was a great stepping stone into new and other things in corporate Australia because she had done what she wanted in journalism. 

There wasn't like some other great dream. 

Emma considers herself lucky. She hosted the most prestigious news and analysis show, Lateline.

She hosted business shows. She helped start shows. She was a foreign correspondent.

She considered herself fortunate to have a career in journalism.

It wasn’t like she had a burning desire to do anything else in the media, and so she felt privileged to re-imagine herself in a corporate sense, but still felt like she wanted to have some purpose. 

One thing that Emma also believes is the importance of taking care of one's mental health.

Most people who knew her could attest that she was the most optimistic person. She saw the humour in everything.

So when she had it all taken away, it was so confronting that her mental health deteriorated rapidly. 

She said, “I had tied too much of my life to my work, and if there's one thing I would love people to take stock of, that is to make time for yourself, be nice to yourself, and do nice things for yourself.” 

Emma On Having A Mentor

The first person that Emma considers to be her mentor is her dad.

Her dad was the eternal optimist, and he knew how to be content with what he had. His cup was always overflowing. 

He wasn't a man of great means. But he was so happy with his family, and he just knew how to make the people around him feel happy.

Sadly, he died way too young, at 58. By that time, Emma was only starting the Herald Sun newspaper.

One of the lessons he taught her was to be happy and grateful for what you've got. Don't always look for something else.

Emma grew up in a Catholic family that was very much about being grateful.

It's always easier said than done, but she believes that's important. 

Another person that Emma considered his mentor was Peter Meakin, the news director at Channel 9. For her, he was an extraordinary leader. 

He taught her to treat everybody the same.

Peter treated everybody equally and showed respect for you, no matter who you were.

Then there’s John Bruce, who was her executive producer on Lateline.

John had been with Lateline for 25 years, but she didn’t know him before she went overseas as a foreign correspondent.

Emma shared that when you're a foreign correspondent, you're like a freelancer because you do your story, and then you park it off to the radio department, the seven o'clock news or something.

Of all the executive producers of all those shows, whether radio or TV, the next morning, without fail, you would have an email from John Bruce at Lightline saying thank you.

He would be thoughtful about his feedback about what was great.

You may have done something that wasn't great, but he never pointed that out. 

Being a perfectionist, one important lesson that Emma learned is that striving for perfection can be quite debilitating. 

The best thing for perfectionists is to have a deadline. If you don't meet the deadline, there's black air on the television.

You sometimes got to say good enough is good enough.

Giving Guidance To Others

There are some extraordinary young people in the office Emma is in now, and she’s been relaying the lessons she learned, especially with research.

According to her, some brilliant researchers are working in the firm, and she finds that a lot of her experiences have great relevance to the current role in terms of being able to research the business they’re working for and the candidates they’re putting forward. 

She has the opportunity to mentor the researchers and those in her office doing similar work to what was happening in the newsrooms she was in. 

She also recalled a story of a good mentoring with her son when she pulled their internet out so his son could print his CV.

Her son then submitted that CV and got his first part-time job at a little restaurant near their house.

Advice To The Young Professionals

Emma's single most important advice for young people starting their careers is don’t let other people's views of what you want to do, who you want to be, and what you are capable of.

The other thing is no one will ever be upset with what they did, only what they didn’t.

So seize every opportunity. Don't say no to things because they take you outside your comfort zone.

Don't take things for what they appear. Instead, question things and be a critical thinker. Don't take other people's points of view and make them yours. Create your own. 

Seek other people's opinions that challenge the way you're thinking. Actively seek people who don't agree with you because that will improve you. It's going to make you think better thoughts.

Your expectations that others have had of you are nothing short of the wonderful experience you've not only had as a journalist and where you are today, but the success you've had and being able to speak out and speak up about issues so important makes you the great Australian you are. 

Final Message and Outro

I want to thank Emma Alberici very much for taking the time to share her insights and experiences.

Thank you for listening to this episode. Please leave a five-star review and subscribe for more episodes if you enjoyed it. 

If you'd like to learn more about developing your personal brand, please visit garrybrowne.com.au to get in touch or grab a copy of Brand New Brand You.