Coke. It's is the real thing! That slogan captured the essence of how the Coca-Cola Company wanted consumers to perceive their cola - as refreshing, sparkling, and authentic. And it worked. Slogans change but for me Coke remains the real thing; it still defines their brand.

Brand is a topic that marketers love to argue and debate. And with good reason, a brand is a definition of an offering, be it a product or a service. The brand is composed of many components, but you can look at two ways, external and internal. The external brand is what the consumer perceives and upon which a buying decision begins. The internal brand is the support that brand receives from inside the company.

Just as products have brands, so too, do people. Nearly a decade ago Tom Peters issued a manifesto, Brand You, in which he argued that individuals need to exert more control over their destiny. It was a poke in the eye, long overdue, at the organization man philosophy, e.g. do what you are told or else. From Peters' thinking has emerged the concept of the leadership brand, that is, how leaders are perceived inside and outside of their organizations. All too often leaders have one face for the public, be it Wall Street or Main Street, but another face for inside. No better example exists than Richard Nixon. In public, he was the smiling politician. Inside, he was abrasive, cunning and deceitful. Such inconsistencies can be ruinous to individuals as well as to the organizations they lead.

Brand components
Integral to the internal and external brand, there are three components that make up a leader's brand. Again these are borrowed from the world of marketing. They are:

 - Identity is comprised of who you are and how people perceive you. A popular brand, such as McDonald's is world famous; its golden arches are seen around the world. Its identity is shaped by its product line as well as iconic images. A leader's identity is shaped by her actions and her example. How the leader works with others can be as important as what the leader achieves. In this way, results and method combine to shape perceptions, or a leader's brand identity.

 -  Performance is shaped by what you do and why you do it. Starbuck's offers premium coffees, steamed and brewed. Its stores are an ambience that create a "third place for people between home and work. Starbuck's employees deliver on that experience with friendly and knowledgeable service. Leaders likewise deliver on their identity by doing their jobs, specifically setting direction and helping people fulfill those directives.

 -  Equity is how people value what you do and why. Brand experts argue that brands do not belong exclusively to their organizations. Financially, yes, but perception wise know. And it makes sense, a brand ultimately is the connection between product and consumer; it is shaped by the experience. Sunkist oranges are fresh, fruitful, and good looking; they make you feel good when you eat them. That experience shapes the equity of the brand; it accounts for why people will pay a premium for them. Likewise, people value good leadership; they invest themselves in their leaders, not for the sake of adulation but for the sense of shared values. They trust their leader to do the right thing and so they follow. That's equity of the highest order.

Fulfilling the promise
There is one distinction, however, between leaders and brands. Brands are created by others; leaders create themselves. Leadership by nature is an active process and so it is up to leaders to do what is required by their team and their organizations to create conditions for people to succeed. Good leaders set or shape the vision in line with the mission or organizational purpose. They do this by connecting in ways that demonstrate their authenticity as well as their commitment. They engage with their people and their communities in ways that build trust. They provide resources, or open avenues for people to get them, so they can fulfill the mission and deliver the results the organization demands and stakeholders (employees, customers, clients and shareholders) deserve.

And there is one other element: brand promise. Which comes down to this simple mantra: do what you say you will do. Take BMW, the German carmaker. Their reputation is built on engineering and performance. Driving a BMW delivers a premium experience in degrees of luxury and driving dynamics. BMW's ad slogan sums it up well - "The Ultimate Driving Machine. At the other end of the consumer spectrum, take Kellogg's. It has many brands in the breakfast foods category, from cereals to breakfast bars and Pop Tarts. Each contains the Kellogg's logo, its promise of good taste and good value.

Acting on the brand
With leaders, promise is based on example and performance. What you are and what you do. A leader, who is accessible and visible to his team, is one setting a good example for front line leadership. Another leader may work behind the scenes but accomplish much by providing resources and support for teams and individuals to do their work. Both set examples and both perform. Promises are not static; they must continue to deliver. Our front line leader must continue being available to his people; our behind the scenes leader must continue to provide what is necessary. Leadership promises are built on what you have done, but they are fulfilled by what you do now and what you will do in the future.

By exploring leadership from brand perspective you gain insights into yourself as well as insights into how others perceive you. It is the blend of inner and outer selves. Self awareness forms your identity; performance gives you equity. Whatever your promise, and how ever you deliver on it, one thing must be clear: it must be authentic, convincing, and committed. Or, as they once said at Coca-Cola, the real thing!