Tag Archives: Vision

For a strong brand, let’s define our values early.

Posted on March 5, 2015 | Leave a comment

Our organization is going to hire people as it grows. These new people will likely be very skilled and talented, and shortly they will become an integral part of our team. They’re given responsibility, and they make tough decisions that help our business. Some of these decisions have deep implications on the future success of our organization.

The decisions every one of our employees make reflect the values of our organization. No exceptions. When the organization is just beginning, it’s easy to push the task of ‘defining core values’ off to the side as a time-consuming and irrelevant exercise. After all, we probably feel pretty strongly connected to these people in the excited glow of a start-up. We’re probably confident that we’re all on the same page, values-wise, when it comes to making tough decisions. Taking the time to define core values—behaviours that will drive our competitive advantage—feels like a bit of a fluffy exercise when there is real work to be done.

And we all know that a corporate retreat to define (or redefine) an organization’s Core Values is also very common. Everyone does these retreats, we observe, so obviously it’s okay to wait until we really need to define this one detail. Maybe in a few months; possibly next year. It won’t hurt, really.

If we wait until we feel the strategic need to define our values, it is too late.

If we wait until our team is 10, 30 or 80 people before we take the time to define our values—the behaviours that drive the culture of our organization—we may discover that some of those awesome staff don’t quite fit. In fact, it’s probably now an issue because there is a conflict, and now we feel the pressure of dysfunction. So now we have a very tough choice; define broad reaching values that have no impact, keep everyone employed and regularly compromise on our stated values, or fire those who don’t fit.

Broad reaching values are effectively ignored. Values so wide-reaching in scope or obvious in intent that any action can be manipulated to fit are uninspiring and weak. Be clear on this: if our values don’t stand for something compelling, our brand is simply irrelevant.

Compromising on our stated values is ill-advised. Values define the culture of the organization, and our culture is how we attract and retain top talent; it’s is how people choose our brand over our competitor. If we only refer to our values when it suits us—if we only stand for something when it’s easy and popular but cave when the going gets tough—then people question our integrity and our commitment to our vision.

Telling an employee that they no longer fit the culture of the organization is tough. Terminating them as a result is tougher (and potentially illegal). But if their natural instincts—remember, core values are non-negotiable behaviours and our default actions when things get tough—conflict with what we promise to customers—all stakeholders, in fact—we are simply weakening our brand, and any value it adds to our organization, if we keep them employed.

If we decide that generosity is important and a value for our culture, we are going to need to be sure the rock-star accountant who approves and holds us to our budgets agrees. We need everyone on board to connect the dots between philanthropy and profitability.

If we believe that an open-door policy is the best way to create trust between leaders and their teams, we need to ensure every leader respects this style, and thrives within it.

If we believe in a healthy work-life balance, we need to plan accordingly and respect choices even when deadlines loom, timelines collide and schedules don’t quite overlap.

Our culture is the pool of values shared, embraced, accepted and rewarded among all of our team. Our culture is how values show up and support the goals and vision of the organization. Strong brands hire and retain people based on well defined and authentic values,  and those values actively and subconsciously permeate all aspects of the brand.

Strong brands defined their core values at the very beginning. 

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Posted in Authenticity, Best Practices, Culture, Leadership

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Brand Strategy for the Next Generation

Posted on January 20, 2015 | Leave a comment

A while back I wrote “Brand Strategy for Entrepreneurs”, and it was a popular post. Those traits are still relevant as the business grows, but now we’ll need to dig deeper. I offer “Brand Strategy for the Next Generation”, when an organization with momentum decides it’s time to take it to the next level.

So your business has grown. Good for you. Now your organization has some momentum, a little bit of revenue, and you’ve decided that renewed attention to the brand strategy will add value. This is a smart move.

It’s healthy to want to revisit the brand strategy. Perhaps some old initiatives feel disjointed and out of sync with evolving goals; perhaps growth isn’t happening as fast as you want; perhaps the organization has grown a little too fast and the brand feels out of control or out of focus. Something is not right and you believe Brand Strategy is the solution. Here’s how I know you’re ready.

You know Brand Strategy affects the entire organization. You know that brand strategy isn’t a quick fix for a short term problem. It’s not a marketing issue or an HR issue or a logo issue; those are isolated challenges. You know Brand Strategy is a big picture effort, and it will have—must have—a ripple effect throughout the organization. We are bringing the Experience, Culture, Communications and Leadership together in a cohesive story and strategy.

You have a realistic perspective of your existing brand experience. You are ready to hear—you are expecting to hear—harsh criticism and face blunt truths. You have no illusions about the state of your business and the perspectives of all your stakeholders, or what the rest of the world is doing beyond the sanctity of your organization. You don’t make excuses or hold on to comfortable ‘sacred cows’ without a solid, strategic and big-picture defense of your decision.

You know that you can’t erase the past. You understand you will need to emerge from your past—you can’t ignore it or hide from it—to begin the next chapter of the organization. As much as we will leverage any momentum, we will have to actively overcome any past indiscretions. We won’t pretend the past “doesn’t count”, or that people should forget and move on. Authenticity (where actions meet accountability) is everything.

You know your budget and capacity for change. You’re not shopping for a Rolls-Royce strategy on a Yugo budget, and you’re prepared to invest. Your project could be $500 to $50,000,000—only you know which is more realistic for you—and the need to spend it wisely doesn’t make you uncomfortable. You’re not, however, just going to throw money at the issues and hope they fade away. You know you can’t just buy a good Brand Strategy; you’re investing in the people who are ready to make it real.

You’re thinking strategically. You’re not just bored with the status-quo; you know there is real opportunity to evolve and grow. You’re looking for a plan that reaches beyond a collection of short-term tactics and you see 5, 10 or 20 years ahead. Yeah—you’re thinking about what you organization will be 20 years from now because you’re acting on your vision and pushing forward.

You understand that Brand Strategy starts at the top. You know that everyone is looking to your leadership for guidance and direction, and your commitment—actions, not just words—sets the tone for the entire project. If you’re not comfortable with that, no one else is, either. Brand Strategy effort begins and ends with leadership agreeing that it’s important and valuable, and real change not only involves you, it starts with you.

Which leads us to the most important point:

You’re prepared to implement real change. You’re prepared to be accountable to those who rely on your leadership during uncertainty, and you’re ready to confront those who resist change. You know that real change is hard, probably messy, and sometimes scary. You’ll make tough, unpopular decisions and probably piss a few people off. You will look nay-sayers right in the eye and—without a shred of doubt—let them know you are making the right choice, and you don’t need them tagging along if they’re not onboard. You won’t let those moments derail the plan, because you know uncertainty is actually part of the plan.

And all of this excites you, because through all the chaos of change, you see the organization that will emerge as a leader, with a brand that is an asset and an inspiration to others. It’s this last one that is the most important.

Change is hard—really, really hard—and it often isn’t comfortable. But you’re ready for it.

This is how I know you’re ready to take your Brand Strategy to the next level. You’re thinking strategically; you’re thinking realistically; you’re thinking honestly; you’re thinking proactively; and most of all, you’re thinking like a leader.

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The Curse of the Buzzword

Posted on February 11, 2014 | 4 comments

A buzzword is only a buzzword because you believe it is a buzzword.

There are two types of buzzwords. The first is a form of concept blindness; a word or phrase that captures an idea in a concise way, and becomes common language. An example would be ‘thinking-outside-the-box’. The second is essentially linguistic abuse; when the placement of the word is so overused that the meaning is cluttered and pointless. An example shared with me today is ‘agility’. Both of these buzzwords are a weapon of weak strategy.

Buzzwords are often show up as a cover for confusion and discomfort rather than insight, and typically at the expense or ignorance of fundamentals. In turn, mediocre teams embrace buzzwords like a weapon, unleashing disruption on true insight.

Used recklessly, the buzzword is damaging to discussion, let alone strategy.

Buzzwords occur at the tipping point; that moment when an idea is gaining momentum faster than people are understanding the concept. It is a dangerous place where leadership and innovation (buzzwords in their own right) can stretch too far from reality, believing they have buy-in and consensus (buzz-buzz) when all they have is a veneer of understanding.

Knowing when to confront a buzzword—a deep push for clarity and understanding—is the mark of true leadership and an intelligent team, and critical to smart strategy.

However, calling out a buzzword merely for being a buzzword has become common practice; a broad stroke rejection of the buzz at the expense of the insight.

Rejecting an idea because it’s a buzzword is as dangerous a place as living blissfully in the buzz. Perhaps even more so, because it is often accompanied by a sense of superiority and arrogance that is damaging to both the idea and the culture. When you reject a business concept because it’s a buzz word, you are as much of the problem as the people who used it so much and so incorrectly it became the buzz word. You’re reacting the buzz, not the meaning or value of the concept.

There are many buzz words in use today. Whether it’s a new management philosophy, the latest consultant fad trend, corporate double-speak, or just plain old over-hyped mindsets, a word becomes buzz-worthy when the value of the word overrides the value of the meaning.

Buzzwords, though, can be incredibly valuable. Almost every time, the concept that launched the buzzword has merit. Ignore the concept at your peril.

When we take a moment to make sure the meaning is clear—and we aren’t afraid to ask for clarity when we hear the buzz—we start to build strength in our communities (buzz). Familiar words and phrases that haven’t achieved (or surpassed) buzz status are at the foundation of strong culture. A common language among peers becomes a shortcut to understanding, and integral to connecting within shared values, vision and knowledge. Meaning-in-context is one of the most powerful roots of connecting.

A strong culture—one connected by a common language—is at the foundation of a strong brand strategy.

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Your brand beyond your customer.

Posted on May 21, 2013 | Leave a comment

If you’re only focusing on customers, you’re missing a huge audience for your brand.

Avid readers of my blog know that I almost always use stakeholder to define your audience. I am pretty sure people read customer in those sentences—and are frustrated that I make it too complicated or buzz-wordy—but there is a good reason to think beyond the transaction when developing your brand strategy.

Your customers are only one of five distinct stakeholder groups that are influenced by your brand. And I am not convinced they are even the most important one in your brand strategy.

1. Customers are indeed important. To paraphrase Drucker, without them you simply would have a reason to exist. As a stakeholder audience, customers include anyone who is willing to trade their money, time or resources to take advantage of what you have to offer. They buy your product, support your cause, volunteer their support or contribute their skills. They are engaged.

Customers use your brand as an expression of their personal choice; you become a badge of honour in their lifestyle. They expect you to reward their loyalty with consistency & integrity of the promise, and trust that you will continue to feed the relationship with innovation and relevance.

Don’t let your brand strategy stop with customers.

2. Employees are next in this list, but when developing your brand strategy, I suggest this is the critical group. As a stakeholder audience, employees are the people so committed to your brand vision they want to create the experience for others. They enthusiastically bring their skills, expertise and passion to move the organization forward.

Employees—and volunteers who show up to help—are personally committed to delivering the brand experience, sharing the cause and their abilities to make the promise possible. This is the group that embodies the phrase  “authentic”, so consider this group first. When everyone else is judging or borrowing from your culture, this is the group who define it.

3. Shareholders are a different bunch. These are people who are intimately connected to the brand (through financial investment or personal relationship) and choose to be associated with the brand, yet they are not responsible for delivering the brand promise. Or perhaps these people are the benefactors of your organization, receiving help and services.

As a stakeholder audience, shareholders have to believe in the tangible and intangible value of the mission and the capacity of the organization to meet its promises. Shareholders support innovation and leadership’s efforts to pursue the vision, holding the operations accountable for decisions and activities along the way.

4. Vendors make it possible. Vendors supply you with the array of goods or services that you will need so that you can deliver your promise. As a stakeholder audience, vendors share in the commitment to deliver the brand experience. Their compromise is your compromise; their ingenuity is your value; they are your best and worst.

Vendors are links in the chain of the brand experience and share in the integrity of your brand promise. They work with you in your innovation, sharing the push to offer an exceptional experience.

5. A community embraces the brand. As a stakeholder group, the community has the choice to integrate the brand into the local culture, and most importantly, holds the brand accountable for the promises it makes.

Communities make it possible for a brand to flourish and prosper.

Most brand strategy focuses on the customer message first & foremost, hoping that other stakeholders will be able to infer their role in the mission; strategy by osmosis. It’s understandable why it matters—every organization needs to attract customers or supporters just to exist—and why it feels most important during the development of the strategy. But this approach runs the risk of being merely a temporary marketing tactic instead of a defined brand strategy.

Strong brands know that they exist well beyond the customer. Great brand strategies focus on all the stakeholder experiences, engaging everyone in a shared vision.

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