by Leah Burke
Director of Development, American Technion Society

“Tell me what you pay attention to, and I will tell you who you are.”

That quote from philosopher José Ortega y Gasset set the tone for a recent AFP-NYC Emerging Leaders workshop led by Jacqueline Strayer, author of BrandYOUtation: At the Nexus of Brand, Individuality, and Reputation. At this workshop, we were invited to consider a powerful idea: what we choose to focus on ultimately shapes not only our work, but who we are, how others experience us and the impact we make.

For a room full of fundraising professionals, that concept felt immediately familiar.  We spend our days helping organizations articulate who they are, why their work matters and why others should care. We shape narratives and build trust so that donors feel confident investing in a mission. What this workshop gently challenged us to do was turn that same lens inward.  What if we applied the same intentionality to our own professional identities?  I’ve been thinking about some takeaways from looking through this lens.

1.     Your Brand Is Not Your Organization’s Logo — It’s You

A central takeaway from the session was simple but profound: the most important brand you will ever steward is your own. As Jacqueline emphasized, “you” is the most powerful word in personal branding. Our individual brands live at the intersection of how we see ourselves and how others experience us. That overlap between internal identity and external perception is where reputation is formed.

For fundraisers, this felt like a parallel to developing a case for support. When we prepare to approach a donor we articulate what makes our organization worthy of their philanthropy. We identify impact stories and points of differentiation. We build trust by ensuring alignment between who we say we are and what others observe.

Our personal brands work the same way.  The workshop framed personal brand development as an exercise in strategic clarity. We were encouraged to define our own:

• Vision: What kind of work do you want to be known for? Who do you want to work with?

• Qualities: Which professional strengths set you apart?

• Values: What drives your priorities? What demonstrates those values in action?

These are the same questions we help institutions answer every day. The difference is that this time, the “organization” was ourselves.

2.     Managing Your Professional Relationships Like a Portfolio

Another powerful theme was the importance of mapping and stewarding our professional relationships with the same care we give to donor portfolios.

As we worked through an exercise to identify key relationships in our professional lives, many of us realized how rarely we pause to think strategically about our own networks. We know from experience that cultivating relationships drives success. Why, then, do we often take a more passive approach to our own professional connections?

Jacqueline encouraged us to think in terms that felt familiar: monitor, keep satisfied, manage closely and keep informed. Our professional networks of mentors, peers, collaborators, and contacts are not static. They require attention, intention, and follow-up.  As with donors, the goal is not transactional interaction but meaningful connections built over time. The stronger those relationships become, the more opportunities open to us.

The key difference is that in our professional lives we are the “cause” we are asking others to support. That can feel vulnerable, which Jacqueline encouraged us to be. In order to be comfortable putting ourselves out there for our own cause, we need to be clear about our goals, confident in our value and willing to articulate our needs.

3.     The Courage to Be Seen

This is where personal brand and reputation truly come into play. How do others “place” you in their mental landscape? What do they associate you with? What problems do they believe you can solve?

These questions can feel uncomfortable, but they are critical to ask. Our personal brands are shaped not only by what we say about ourselves, but by what others consistently experience from us. Every interaction, presentation, meeting, and email contributes to that perception.

Jacqueline described each of us as an “experience.” The impression we leave is one of our most valuable professional assets. Like any asset, it requires ongoing investment. Personal brand development is not a one-time exercise; it evolves as we grow and take on new challenges.

As fundraisers we understand that trust is built over time, the same is true for our own reputations.

4.     Building Personal Power Through Expertise and Relationships

The workshop also explored the idea of building and sustaining personal power. Two primary sources were highlighted: strong relationships and distinct expertise.

Fundraisers know this combination well. The most effective development professionals are those who cultivate deep, genuine relationships while also becoming indispensable in specific areas of knowledge. Our areas of expertise build our influence.

One practical takeaway was the idea of the “90-second you.” Just as we strive to deliver compelling cases for support, we should be ready to share an engaging narrative about ourselves. This isn’t a rehearsed script, but a set of well-crafted stories that illustrate who we are, what we value, and what we bring to the table.  I invite you to ask: what are my life experiences that make me unique?

In a world where first impressions form quickly, having clarity about our own story helps ensure that what others see aligns with who we truly are.

5.     Staying True to Yourself

Finally, Jacqueline cautioned against what she called “obsessive comparison disorder.” In a profession where we are constantly surrounded by accomplished peers, it can be tempting to measure our worth against others. But personal brand is, by definition, personal. It is rooted in authenticity, not imitation.

There is only one version of you. Your background, perspective, strengths and values are uniquely yours. The goal is not to replicate someone else’s path, but to be intentional about your own.  When we work with authenticity and purpose, we not only strengthen our own brands, we become more effective advocates for the causes we serve.

Leah Burke has more than 20 years of cross-sector experience across fundraising and corporate social responsibility. She serves as Director of Development, New York Metro, at the American Technion Society, where she secures philanthropic support for both the Technion – Israel Institute of Technology and the Joan and Irwin Jacobs Technion–Cornell Institute.

Leah is a member of the board of AFP-NYC, chairs the Emerging Leaders Committee, and sits on both the Professional Advancement and FRDNY Sponsorship Committees. She holds a BA from Northeastern University and an Executive MPA from Baruch College. She enjoys music, cycling, travel, Broadway, and time with her rescue dog, Teddy.