When my personal brand clashes with my team’s thought leadership, I prioritize open communication to align our messaging. I start by finding common ground, focusing on shared goals and values while respecting differences. Listening to their perspective helps identify areas of compromise without losing authenticity. I adapt my messaging to emphasize collaboration while maintaining my unique voice, ensuring consistency with the team’s direction. If needed, I clarify boundaries between my personal brand and team initiatives to avoid confusion. Staying respectful, flexible, and focused on the bigger picture allows me to navigate the situation without harming relationships or credibility.

Given there is no unethical thing going on, even if the clash is real and the value systems do not match, it's worth going through the process of learning and seeing the bigger picture and being a team player. Keep an open mind and bring the focus back to the problem to solve. Most of the times, the egos can get in between and make us do stupid thing. Do your homework and understand the team's thought leadership and their point of interest. Most of the time, the point of interest can be met by some creative trade off. Tie their positive points and attach yours, explaining what your brand stands for and why they should care. If they don't and you have nothing to gain from it, there is nothing wrong with walking away.

Very interesting scenario though I never faced it. First thing I would ask my authentic self what is right, be it my brand or team's value system. Then the next question is why is there a clash. Pondering honestly over this can certainly give answers as well as solutions. Feedback sessions and open and honest discussion with team can also add to the clarity. Once clarity on what and why is achieved, how is easy to figure out.

I think as long as you have shared values then it’s ok. In my current role I have the breathing space to build my own brand, with my own style, whilst representing my company in the best way. If your employer is holding you back from being you then it’s maybe time for a change?

Balancing personal brand and team thought leadership in a startup? Here’s how I navigate it: 1. Align on values: Your brand shines when it reinforces the startup's mission. 2. Team first: The collective voice always outweighs individual dominance. 3. Add personal depth: Share experiences that enhance, not overshadow, the team’s message. 4. Talk it out: Clear, honest discussions with the team prevent mixed signals. 5. Evolve together: Balance grows with trust and regular check-ins. It’s a dynamic process!

In my opinion, the most important objective in developing a corporate strategy should be to achieve coherence between the personal brand of its leader, that of its collaborators and that of the organization in general. During my time as a volleyball player, I learned that a good setter is the one who makes everyone play. That is the key. Everyone should play and feel represented.

Balancing personal branding with team goals can be challenging, but it is possible with some well-thought-out strategies. Here are a few things I think it could help: Self-Knowledge and Value Alignment: It's important to have clarity about your own values, skills, and passions. This will help identify points of convergence with the team's goals. Open Communication: Maintain constant dialogue with your team. Express your ideas and listen to others' perspectives. Flexibility and Adaptation: Be willing to adjust your approach when necessary. This doesn't mean compromising your values, but rather finding ways to integrate your ideas with the team's so that everyone benefits.

Personal branding can wait or will manifest itself if our thought leadership paves way for our team's growth. I will back thought leadership anytime, all the time.

I have never been in this situation luckily, and this has allowed me to stay authentic to myself and true to my moral compass and values. At the end of the day, it’s not what you say but your actions that have an impact, and leaders (including thought leaders) have to be able to talk the talk and walk the walk.