Creating Internal Respect for the Brand Signature

The brand mark is like your signature. Would you sign your signature to a statement, idea or representation that does not reflect your values? The answer would inevitably be NO.  

This simple analogy can be applied to business and personal branding. It is relatable way to engage others in making ‘on brand’ judgements in their day to day roles. Too often brand strategy is presented in an abstract way, where others can’t see the relevance to them or their roles.

Social networking has resulted in a focus on personal branding. Job offers, social community acceptance and even friendships can be influenced by an individual’s on-line image and values. Your personal branding can have an impact without knowledge or warning. Thinking that an objectionable on-line persona is immune to a wider audience is misguided.

The idea of ‘living the brand’ through thinking and acting in alignment with core values builds an image over time. In organisations with many employees and customer interactions it is the ultimate positioning tool. The challenge becomes engaging internal audiences to understand this and consistently align their actions to reflect brand values. 

There are organisations attempting to control brand image and manage risk through having access to employee social media sites. While this highlights the importance of consistent brand representation and associations, education and engagement is a more effective long term strategy. 

Every interaction internally or externally creates an impression of the brand. Individual actions will stand out as the exception rather than the rule for brands with strong equity. Building a collective set of positive experiences and associations over time, rather than micro managing negative ones results in increased stakeholder loyalty.

The following is a guide on ways to create internal engagement for the brand strategy.

·       Accessible brand messages:   Branding theory and language can come across as abstract and detached. Drawing analogies to real life examples builds a compelling rationale and makes it relevant. The growth in personal branding has by default heightened the interest and applicability of ‘values’ based decision making, actions and communications.

·       Everyone can recite the brand values: Every employee must be able to recite the brand values and understand what they mean. Providing tools and easy reference points is critical. Find examples of work or interactions that are ‘on brand’ and ‘offbrand’ to clearly demonstrate.

·       Integrate into performance standards and protocols: A way to make brand values accessible in every day work roles in to integrate into existing performance standards and/or protocols for customer and internal decision making, interactions and service standards.

·      Be specific about how ‘inside actions and choices impact ‘outside' perceptions. State this clearly and where possible discuss examples relating to other companies.

Keep posing the question – Would you place your signature here?

Unleashing the Creative Genius of Generation Y

One of the most difficult challenges for organisations is to motivate Gen Y resources who seemingly need constant engagement and new experiences to stay committed.

Gen X leaders and functional managers find it difficult to tap into what inspires Gen Ys as the conventional ladder of success either alienates or frustrates them. This is often misunderstand as arrogance or a push to fast track their careers.

In my experience the main frustration for Gen Ys is the need to express themselves and their creativity. Being viewed and treated as an individual who has ideas that may be 'outside of their current remit' is important. This is an unusual work situation for Gen Xs who have built and protected their professional areas of expertise.

While the seniority system was broken down and challenged by Gen Xs, it is Gen Ys who are embracing the concept that knowledge and talent can not be contained in the workplace. Add to this the emergence of self expression and opinion through social media and it is not a surprise that Gen Ys appear to be eager to express views whether they are invited too or not.

Gen Ys admire leaders who are not afraid to allow creative expression and idea generation because it makes them feel valued as individuals. Especially in teams where the essence of what is produced is based on imagination, artistry and originality.

The following management approach can be successful in unleashing the creative genius of Gen Y teams:

1) Do not own the process, be clear about owning the outcome: enable teams to input into the process  as Gen Ys have strong opinions, new ideas and approaches to express.

2) Be assessable and approachable to provide quick feedback:  avoid the frustration of teams not being able to move swiftly and losing momentum.

3) Create a spontaneously collaborative team environment: structured 'ideas sessions' can put individuals 'on the spot' or make them feel self conscious.  Encouraging open unstructured collaboration between team members enables quick fire trouble shooting, heightened urgency to contribute to solution finding and random inventiveness. Be prepared for noise, odd comments, laughter and some 'light bulb' moments.

4) Be cool, Stay calm:  creativity is a fun, spontaneous and slightly 'out of control' pursuit. This is in direct contrast to hierarchical reporting line structures where order and control rules interactions. 

Being cool and staying calm when there is no obvious answer or outcome to report is difficult when there is a need to demonstrate progress at regular intervals. A perception of lack of direction and/or progress can developing. Managing internal expectations around this is required.

Setting a challenge, embracing flexibility and conveying confidence in Gen Y teams ability to contribute solutions will create the energy and positivity required to produce great work. 

5) Provide clarity of decision making: ensure that teams have clarity on decision making and who the decision makers are. This ensures authority levels are respected, the approvals process is clear so time is not wasted, there is communication 'up' and guidance is provided. 

6) Reward contributors not just the project owners:  reinforce that individual expression is esteemed and valued.

What are your experiences in managing Generation Y resources.

Social Media Knowledge The Missing Link for Decision Makers

Social media channels provide an opportunity to convey thought leadership and show an authentic inside into a company. Doing this well requires a continuous commitment to dialogue supported by engaging content.

In formulating the strategy consideration is given to providing rationale which is supported by process. Such as:

1) A business case outlining resourcing requirements
2) New competencies needed 
3) Communications tone and content generation process
4) Measurement and continuous improvement agreement

OK that's all logical. Here's the thing. Usually the decision makers and influencers are aware of the 'hype' around social media however are not active users. They can feel alienated by, naive about and even afraid of how social media works. Why? Because we fear what we don't know and understand.

While a lot of senior execs have FOMO is this area, the risks seem large and it's not good business acumen to apply a YOLO attitude (LOL...couldn't help myself).

A lot of companies spend time educating employees about social media policies and the consequences of online behaviours. This heightens the perception that it is dangerous territory as 'bad examples' are cited widely....great ones rarely when it comes to professional online branding.

Training and educating senior leaders about social media channels is a worthwhile investment of time and resource. It is often over looked and most definitely appreciated as the generation gap for knowledge in this area grows wider. 

I would argue it should be a critical step in any social media strategy development process. Contemporary  communications require up-skilling in this area for employee and external audience engagement. 1:1 sessions are the most effective, supported by larger group training sessions.

It is the missing link in effective corporate social media communications. Senior involvement lifts the conversation from tactical to strategic. Providing the business structure to support effective implementation.

While some may have the view that social channel communication is for a younger generation to manage, the reality is that 'thought leadership' comes from seasoned professionals. There is a significant difference between utilising the channels for promotional purposes and long term corporate positioning.

Knowledge is the missing link. Who really wants to say in a group of peers that they have no idea or are just plain afraid.

So make social media education a priority to drive informed decision making, build thought leadership communications, and lift the conversation from tactical engagement to strategic positioning. 

Knowledge is power or better still knowledge is empowerment!