Described by President Obama as, “the right man for this job,” Gary Locke is now the US Secretary of Commerce. It’s a big job for Washington’s former governor as our nation is roiled in a deep recession. The Department of Commerce is huge and is responsible for critical elements of our economic strategies—the 2010 census, regulation of our fisheries and ocean policy, as well as more direct trade and business concerns.

Why is Mr. Locke right for the job?

Before I took a closer look at the latest news articles, I took stock of my personal impressions of the man:

Even-keeled

Well connected across the Pacific Rim because of hard work and an apparent strategy of building relationships

The type of leader that works behind the scenes more than he revels in the public eye (I confess that I was swayed by the former governor’s appearance at Secret Harbor’s “Celebrating Success” fundraiser a couple of years ago. My favorite nonprofit, Secret Harbor provides kids in danger—in their own homes or because their lives are out of control—with safe places to succeed. This might seem like a digression, but it isn’t. No PR value at this small but important event—just a man trying to help.)

Trustworthy, quiet and maybe even a bit old-fashioned

First Chinese-American governor ever

Recent news articles about Mr. Locke refer to his clean record; according to the Seattle Times (Locke Cabinet Nomination Rolls Along, 3/19/09), Texas Senator Kay Bailey Hutchison referred to his FBI background check and financial statements as “boring.”

What does any of this have to do with personal brand? Gary Locke’s brand seems to be in alignment with President Obama’s (steady leader, trustworthy, strategy of relationship-building). And he’s taking a huge pay cut to lead what has to be a daunting effort.

Anyone else find it fascinating that a quiet man from a quiet state (so lacking in political controversy of the scandalous kind) is going to lead a mission-critical part of our government?

Let’s watch and see whether Mr. Locke’s brand changes the Commerce Department or the other way around. The answer, I believe, is as important as it gets.

1. Does your company have any individuals with personal brands that either:

a. Personify the company and are your brand?

b. Are aligned with the company brand so well that they are able to represent you flawlessly, every time?

c. Or, are in conflict with your company’s brand?

2. How do you manage/harness strong personal brands?

-Beth Woolley

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