About Douglas Castle
This site contains information about my professional and educational background and experience as well as some relevant links to various of my blogs, RSS feeds and downloads for your further exploration. In Summary: I work (very selectively) with leaders of promising small- to mid-sized enterprises in the capacities of director, advisor, strategic planner, project manager, speaker and writer. My favored areas of specialization for engagements include: executive and inter-corporate negotiations, deal-making and structure [mergers, acquisitions, licenses, subcontracting, manufacturing, et cetera], strategic planning, international co-venture formation, and specialized financing at the C-Suite or directorship level.

The Daily Burst Of Brilliance™
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Saturday, July 2, 2011

Self-Promotion: Defining Your Skill Set For Focused Social Media And Business Networking

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"Negotiation, Deal-Making, Trend-Based Forecasting, Structuring International Co-Ventures, as well as Strategic Planning And Risk Containment; each with a problem-solving or goal attainment orientation; all in an environment which focuses on the special needs of entrepreneurs and emerging enterprises, in a scalable, cost-effective and highly efficient manner."

Yep. The above declaration is actually the answer to the understood (but all-too-frequently unasked) question: "Douglas Castle, how can you help my company?" or, less tactfully (but perfectly acceptable by New York's unique cultural and etiquette standards), "You seem like such a smart guy -- but waddaya really do?"

Hence, my reason for writing this article, originally titled (in its original form) as published in Douglas Castle's Burst Of Brilliance .001 blog: "Self-Promotion: Defining Your Skill Set For Focused Social Media And Business Networking"

If you have a multifaceted background and a tremendous variety of interests or areas of expertise, you are difficult for others to define -- to qualify and quantify you. Your broad scope of of potential assets may actually be working against you in a media-bombarded, sensorially supersaturated society that demands split-second descriptors of everything. Our societal ADHD is not getting better -- it is getting much worse. There is simply too much information and not enough filtration.

In the first paragraph of this rant, I have defined who I am by describing what I do, how I do it and whom I do it for. I've needed to be more specific in order to have people find me more easily.

Sadly, although the idea of putting myself into a career coffin is less than appealing, each of us have to clearly define what we do in order for people to either locate us via search engine keywords, or by simple querying. I feel as if my career has been reduced to an "elevator pitch." But then again, I no longer have to sweat and stammer at any of those breakfast meetings where each attendee has two minutes to define himself or herself to rest of the group.

On a positive note, I can either offer the description set forth in the opening paragraph of this article, or I can simply say (with my chest puffed out), "I am the Chairman of TNNWC Group, LLC, a management consulting company which addresses the specific needs of emerging business enterprises with scalable, cost-effective and efficient solutions to achieve sustainable growth and profitability."

It is now every entrepreneur's or executive's responsiblity to create two identities for himself or herself:

1) A description of what you do, how you do it, and for whom you do it; and,

2) A titled association with an entity, followed by a brief description of what that entity does.

Now that I've identified myself, it's your turn to identify yourself. I'll ask you again, soldier, identify yourself!

Faithfully,

Douglas E Castle

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P. S. Please visit http://negotiation1.wordpress.com/ . Thanks.
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NOTICE: This article is Copyright © 2011 by author Douglas E Castle with all rights reserved. It may be republished without permission provided that it is published in full, with all hyperlinks and exhibits left intact, and with full attribution given the author. This article does not contain or constitute medical, health, psychological, legal, regulatory, investment, securities, financial, tax, or any other form of professional advice -- the reader acknowledges and accepts this disclaimer. Further, the reader indemnifies and holds harmless both the author and all publications in which this article appears of any damages, claims, loss, responsibility or liability emerging from the reader’s utilization of any information contained herein.


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