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more business. The startup, called Kredible, encourages using words and images rigorously tested for clients' specific industries. You may be thinking, "But they spell their own name wrong." Fair comment, but Brad Shepard, the 40-year-old chief executive, said his 26-person team has already nabbed five of the world's top 20 law firms as clients and two of the 10 largest professional consulting firms, plus Fortune 100 companies. ■ PERSONAL BRAND FIXERS Trying to win a contract as out- side counsel for a major company? Don't bother including quirky per- sonal interests in your social media profiles. Kredible's research shows com- pany general counsels don't care about that human stuff, at least when it comes to picking outside counsel, Shepard says. Looking to help your profession- al services firm land some work? Use personal photos that are full- face, in color, fully framed, plain background, showing you with just a slight smile, direct eye-con- tact and wearing a professional blouse or an open collar shirt and a sport coat. If this seems icky and shallow, don't forget that branding isn't a new idea. People have long been working their resumes, joining the right clubs and – back in the day – wearing just the right power tie. The difference now is that the online world is always on and ever remembering. Said Shepard, "It's almost like you are walking around with your resume on your forehead all the time now." ■ GOODBYE HUMILITY The result is that plenty of us have conquered any innate humili- ty to become steroidal self-mar- keters. And if you haven't you may be tagged as being: A) In denial, B) Uncaring, C) Very well grounded, D) So high up the food chain you have others do that dirty work for you. We are up against powerful forces: • Things change so fast that vir- tually no job or company seems stable. We've got to constantly let people know how great we are so we'll have a network and resume' to get us a job the next time we're laid off or our startup stops. • We have online personas on Twitter, LinkedIn, Instagram, etc., that push us to synthesize our essence for general public con- sumption. Either one can drive us to do foolish things. On Twitter, I announce that I'm a snowflake eater. While this is a factual state- ment, I'm sure it would prompt eye rolls from sophisticates and doesn't exactly serve as chum for job offers. Dorie Clark, an adjunct profes- sor at Duke University, speaks on personal branding and says the 2 GREATERmilwaukeeJOBS • June 18, 2015 brand yourself . . . from page 1 see BRAND YOURSELF . . . page 7 Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organiza- tions of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at lizdeliverchange.com. How to help out front in a back office role By Liz Reyer Tribune News Service (TNS) & A Q Q. I work for a nonprofit in a fairly mundane role. And while I think our organization helps people, I'm far away from it. I'd like to feel like I'm making a difference (but without changing my role, which fits my professional skills).What should I do? A. Serve your internal clients and look for ways to connect with your clientele. THE INNER GAME Your sense of mission will need to be internally generated, and it's often more challenging in a "back office" role, compared to people who are delivering services directly. Think back to when you took the job. What attracted to you to the organization? It's likely that part of it was the mission. Reflect on your original view as well as your experiences since joining. Assuming that you have not become jaded or cynical, let your current feelings about your organization's contribution give you inspiration. Create an impact map that shows how your work affects the end client. Every single person in an organization is essential to its success. When you put it down on paper, you might be surprised at how close you actually are. Talk to your boss and teammates about your organization and how your roles serve it. Imagine your organiza- tion if your function vanished. Be very specific in your mind about the different approaches that would be needed if your job no longer existed. Finally, focus on the aspects of your job that give you a sense of meaning. Notice when you've gotten the greatest feeling of accomplishment and value, and seek out opportunities to build on this. THE OUTER GAME In addition to reconnecting with the value of your work, focus on ways that you can have more tangible experiences with your clientele. Depending on your mission, one possibility may be to volun- teer within your organization. If you're working for a housing or food support organization, offer to spend some time helping directly. If your organization doesn't provide work time for volunteering, raise it as a possi- bility – many companies are sponsoring specific activities or providing time off for volunteer- ing. Then offer to take the lead to develop a program so that other employees will benefit. Day to day, one of the most valuable things you can do is to bring a positive spirit to your work, helping your colleagues succeed. Making a difference has more to do with how you treat people, the quality you strive for, and your vision for the out- come.Think of the famous story about a bricklayer who says she is "building a cathedral!" So look at your interactions. When you're designing a system, are you thinking about the end user – either inside or outside your organization? Bring empathy to bear so that your work truly addresses the need. Focus on uncovering needs that they may not be aware of, because often the solution someone requests doesn't actu- ally address their need. Then articulate to yourself the value you've brought – not just to them, but also to the person they were able to help because of you. THE LAST WORD Making a difference can happen in the most minor inter- actions or most behind-the- scenes role. A publication of Conley Media Distributed by: Conley Distribution 262-513-2646 ©2004 by Conley Media, LLC Waukesha County Independent and Locally Owned GREATERmilwaukeeJOBS is published weekly by Conley Media – Waukesha County, 801 N. Barstow St., Waukesha, WI 53186. Contents of this publication may not be reproduced in any form without the written consent of the publisher. GREATERmilwaukeeJOBS assumes no liability for any error in copy or content. It is the advertiser's responsibility to be aware of the laws pertaining to employment advertising. Subscriptions are available for $34 (non-refundable) for a 6-month subscription. Call 262-306-5008 for information. Call Center Director: Cindy Shaske 262-306-5016 cshaske@conleynet.com Account Executive: Julie Sears 262-306-5008 jsears@conleynet.com Story Coordinator: Dan Muckelbauer 262-513-2626 dmuck@conleynet.com Production: Patricia Scheel 262-513-2690 GREATERmilwaukeeJOBS Volume 17 • Number 40 June 18, 2015 To place an ad: Call us at 262-306-5008 or fax us at 262-542-6082 deadline: Noon on Wednesdays Official GMAT Guide and Quantitative and Verbal Supplements Receive Extensive Updates for 2016 RESTON, VA – (Marketwired – June 16, 2015) – The Graduate Management Admission Council (GMAC), in partnership with Wiley, is pleased to announce the publication of the Official Guide for GMAT ® Review 2016 series. This year's edition contains 25 per- cent new content – more than 350 never-before-seen questions across the Quantitative, Verbal and Inte- grated Reasoning sections of the GMAT exam – and other signifi- cant updates to the online portal. Created and administered by GMAC, the GMAT exam is an important part of the admissions process for more than 6,100 graduate manage- ment programs worldwide. It represents a significant first step for those who want to progress their career through graduate management educa- tion. The Official Guide for GMAT Review 2016 series – comprising the Official Guide for GMAT Review, the Offi- cial Guide for GMAT Quanti- tative Review, and the Official Guide for GMAT Verbal Review – offers access to more than 1,500 past GMAT ques- tions (across all three publica- tions). These guides are the only material available that use real questions from past GMAT exams. The Official Guide for GMAT Review also includes a 100-question diag- nostic exam to help focus the test-taker's studies. The print guides also are supported by a Web portal see GMAT . . . page 6

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