Tag Archives: Authenticity

The Power of Positive Disruption

Posted on April 11, 2012 | Leave a comment

Brand value—the intangible equity derived from a desirable and reliable experience—is rooted in moments of Positive Disruption. Within every experience, a brand has opportunities to disrupt our expectations—disrupt what is generic and familiar—and imprint memories.

Strong brands take the time to consider the whole experience for different stakeholders, and rather than just slapping a logo on every surface, the brand immerses each stakeholder with positive, affirming touch points; unique clues in imagery, language, rituals and total sensory impact. Strong brands add value with a well-considered experience.

We are surrounded by brand experiences. Almost everything in our lives is experienced because someone somewhere at some time made a choice in an effort to define the experience. Someone made a choice based on; a) an experience they wanted to create or an idea they wanted us to believe; b) the resources and budget available to them at the time; and c) the values guiding their behaviour. Yet while we are constantly exposed to those brands and those choices (whether it’s a product, service, cause, community and even a country), most of the choices are completely imperceptible. That’s right, most of the brand experience is completely missed.

That chair you’re sitting on; it’s part of a brand experience. The screen you’re reading this on; it’s part of a brand experience. That coffee you just sipped; it’s part of a brand experience. That music playing in the background; the lamp-post in your neighbourhood; the composting bin in the garden; those are all part of brand experiences. The sound of the alarm clock and the bed you woke up in and the clothes you put on this morning and the spoon you ate your cereal with—all part of brand experiences. And I bet you missed most of them.

Positive Disruption—a conscious choice to identify a brand—anchors the experience. It’s in the moments of disruption the brand greets us, reminds us of our relationship, and moves us forward to continue the experience. We, the stakeholder, are reassured while being rewarded.

The challenge, of course, is to disrupt the experience in a way is positive and inclusive to stakeholders; an experience that reinforces the brand strategy—the story we want people to believe about our organization—with respect.

Forcing stakeholders into behaviours that are uncomfortable, unnatural, wasteful or arrogant will backfire. Forcing people to support your brand’s distinction without providing any more value for them—or establishing the boundaries of the relationship—is irresponsible and will fail. Negative disruptions push your agenda without buy-in; positive disruptions enhance the experience and deepen understanding.

Your mission is to deliver a product, service, cause or idea to meet the needs of your stakeholders. A brand strategy maps out the core experiences, exploring from the outside perspective while considering the capacity of the organization to have influence or impact. Along the path, a good strategy recognizes the mindset of your audience at specific moments, identifying unique opportunities to engage individuals with your story and evolve the relationship.

A brand strategy defines the positive disruptions which reinforce and complement the brand. Positive disruptions are brand value.

Where do we find Positive Disruption?

Visual identities are common disruptions. Colours, shapes, imagery and structure are significant reference points and make it easy to connect. But an overwhelmingly unique visual experience isn’t always reasonable or positive, and just repeating your logo everywhere is less productive that you’d think.

Language clues are helpful. Language drives the culture or the organization, and the tone delivers the brand with character. Sharing a familiar language with your stakeholders builds relationships that are hard to break. Language can polarize audiences, though, so make sure to have message strategies that are inclusive across different yet relevant stakeholders.

Patterns and rituals are valuable, creating habits that are the equivalent to a secret handshake— conspicuously absent when expected; comfortably reassuring when shared. A ritual that enhances the experience is rooted in the culture of the brand, celebrating points of distinction and rewarding loyalty.

Have you mapped your core brand experience from start to finish? Have you considered all the senses, beyond just marketing campaigns and whimsical creativity? Have you considered all stakeholder groups, thinking beyond only the customer experience? If you’ve only considered a single moment of interaction—or you’re simply adding your logo to every surface—you are missing plenty of opportunities to engage your stakeholders in the full brand experience.

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Posted in Authenticity, Best Practices, Brand Experience, Customer Service, Identity

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You’ll miss your Mission when it’s gone.

Posted on March 16, 2012 | 2 comments

A few weeks ago I was challenged to defend the need for Vision, Mission or Value statements for organizations. Since I believe such statements—or at least the context that supports them—are fundamental to any organization, I’ll admit the simplicity of the question caught me off guard.

Their argument is as follows: “How is a statement supposed to change or guide my behaviour? It is silly to think that a frivolous collection of words would somehow inspire me to do better—or do different things—than I currently do. I know my job and my goals; a fluffy mission statement doesn’t affect it at all! A mission statement absolutely doesn’t make a difference, ever.”

The tone was confrontational, and their reluctance to listen to reason bordered on disrespectful. I’ve heard it before, but this time it also got me thinking.

His cynicism had me questioning the deeper value of the work I believe is important. Are Vision, Mission and Value statements so vital to the success of an organization that the absence of such statements would be noticed, or have a negative impact? Is there a risk for an organization to ignore the process of defining clear, compelling and authentic statements—an often difficult process—and conduct business anyway?

Let’s be clear; this person was exceptionally skilled at their profession, and very likely considered an asset to the large organization. Though retired now, they performed their job honourably for decades. The organization was successful during their career, and had been successful for decades before they arrived. This wasn’t a bitter employee simply being critical of management activity.

To show the value of Vision, Mission and Value statements I often tell stories of successful, famous brands—the classic stories that all brand strategy people tell—such as Disney, Starbucks, Apple, etc, and how a shared connection to something more important than cartoons, coffee or computers was actually the driving force behind their success. It’s relatively easy to anchor the brand in a statement, and then fast forward a few dozen years and see the messages, concepts and choices that prove the point.

It’s much harder to show stories of failed brands, and link their failure to a lack of a cohesive, shared purpose.  Until now, I didn’t have any examples of failure in action; the inconceivable crumbling of something iconic and powerful linked directly to a breakdown of the Vision, Mission and Values.

The recent op-ed in the NYTimes from Greg Smith, an employee of Goldman Sachs on his last day of work, has sparked a storm of comments. His claim is clear: Leadership at Goldman Sachs is no longer connected to the mission as he understood it when he started 12 years earlier.

According to Greg, the true values of the organization—the behaviours that get rewarded, recognized and supported—are not aligned with what the company claims. Worse, the things that get rewarded are in conflict with their promise to their customers.

Vision, Mission and Value statements are how every stakeholder can hold an organization—and especially leadership—accountable for delivering the brand as promised.

Anchoring organization’s culture, the statements are non-negotiable—invincible to market pressures, timely promotional slogans or even changes in leadership—because they represent the core beliefs and choices that hold everyone together. Vision, Mission and Value statements, in whatever form, define an organization’s culture, rooting a shared trust that such behaviours and focus will drive mutual success.

From the organization’s culture comes activities and communications to engage people. From the culture emerges relevant products or services or experiences or ideas that people align with and desire. From the culture rises a legacy that transcends one person, creating a community to carry forward new ideas, all in service of the shared vision.

A breakdown in the culture of the organization—being disconnected from a shared purpose beyond profit—is the first sign of failure. Trust in leadership fades, and survival instincts kick in. (Justin Fox with HBR writes an interesting analysis of what happened with Goldman Sachs. Creating shareholder value replaces creating customer value.)

Trust is at the foundation of any successful organization; trust in your team; trust between you and those you serve; trust in the community; trust in mutual success; trust that everyone shares and supports the same values.

Leadership’s role is to give people a cause to believe in, and give them permission—to trust them—to advance that cause. Vision, Mission and Value statements are the touchstone of trust.

You may not care about having the statements, but you’ll miss the trust when it’s gone.

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Posted in Best Practices, Vision, Mission & Values

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Authenticity is.

Posted on March 7, 2012 | 2 comments

Authenticity is a pretty big buzzword in the world of branding. Everyone seems to be talking about it, and it even gets written into strategic documents as a goal. Organizations of all kinds are striving to be more authentic. That’s right—they set a goal of being “authentic”.

So how does your organization become authentic?

Actually, you don’t. Or rather, you already are. The brand you have today—the story that people believe about you—is authentic. Authenticity isn’t something you can choose to do or not do. It’s not something to strive for. Authenticity is revealed as a result of your actions, not the intent.

Each time people experience your organization (through product experiences, advertising, word-of-mouth, …everything) a consistent story is communicated, a little bit at a time. The more experiences, the richer your story becomes.  With each experience, your story—what people believe about your organization—continues to evolve into a concise promise. This is where people discover authenticity. This is your brand.

It’s impossible to behave inauthentically. If people in your organization behave in a manner that is inconsistent with how the world perceives your brand, your story shifts. Through their actions people on your team have simply revealed more of what is authentic.

If an experience is in conflict with your promise, that experience (and your lack of ability to deliver the original promise) becomes part of your authentic brand. Do this enough times, or the first time someone experiences your brand, and ‘failure’—making promises you aren’t prepared keep—becomes part of your authentic brand.

Authenticity is a result, not an intent.

Consider the implications of this when recruiting employees, communicating with stakeholders, selecting vendors and engaging in the community.

Where authenticity matters for your brand strategy is to make sure that the promise you make can be sustained. You need to make sure the story you are telling is the story that will be experienced. You need to manage the actions, not the intent. And not just through the good times (that’s too easy), but through the challenging times. Through grumpy customers and failed suppliers; through economic distress and unforeseen disruptions; through personal issues and nasty competition. These are the moments that our behaviours will be tested, and our true brand—the promises we keep—will be revealed.

That is authenticity.

Follow-up: (Nov 5, 2012) Read The Authenticity Myths for more insights.

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Posted in Authenticity, Best Practices

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