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I am a reformed marketing guy, but I remain passionate about brands. Many people like me who grew up in “high image” categories like tobacco, liquor or perfume shied away from considering the functional benefit of what we sold. After all, who wants to remind people of their addictions? Instead, we focused on the emotional reasons why people would choose our kind of tequila over the Bad Guys’ product. After all, if you have not created a brand that differentiates your offering from competition, if you are stuck in a commoditized world, creating demand might come down to lowering your price. As the science of marketing won favor, as digital A/B testing came to the fore, the analog world of brands receded. Over the years, I have had dozens of conversations with brand strategists, bemoaning how difficult business has become. Chief Marketing Officers have less time for them. I hold out hope for these strategists, and for the future of brands, but only if they look in unlikely places. Brands are no longer the exclusive domain of marketing. Instead, I believe CEOs and CHROs are where the brand conversations are taking place. Historically, when you considered your brand, it was the reputation or relationship that your business had with customers or consumers. Under the umbrella of your brand were all the touch points you had with customers. Communications, packaging, website, sales calls, user interface, even billing are stimuli that define the relationship you have with your customer. These remain part of the mix, but the circle of stakeholders has expanded beyond customers. Now we think of shareholders, communities served and employees. At the heart of a brand strategy are: (1) an insight into what drives stakeholders to act in a desired way, (2) a brand promise that offers how the brand makes people feel and (3) an essence that distills the brand into the few qualities that make the promise believable. So, if you are an NBA franchise, you might realize that many of your season ticket holders are businesses that entertain clients and prospects, and that the in-arena experience is a reflection on the ticket holder’s business. That you promise a ticket holder to be part of what is happening in their community. And that you offer an event that is more intimate than other pro sports, that is part of a night on the town and that creates and affiliation between you and other fans. You build your marketing plan around ways to deliver the feeling of being part of what’s happening in your community. With this as background, what if we turn our thinking about brands towards current or future employees? How do we retain them? How do we attract new people who bring desired competencies? How do we engage and align our current workforce? How do we want them to feel about the company, their colleagues and themselves for working there? How to we make their retention more than a function of compensation? If your goal is to create a team of A-players who function well together, it’s time to consider your brand as an employer. Have you determined how your brand essence matches with how your workers think about themselves? Or whether what you promise leads workers to choose your company as their employer rather than other companies in your industry or in your area? It‘s magic when a brand strategy works as well with your employees as it does with your customers. When this happens, you are able to use the same language, and the customer experience becomes the employee experience. But if your customers don’t look like your employees, your employer brand might be quite different from your market-facing brand. There is no reason to have a suboptimal employer brand just for the sake of economy. Creating an employer brand can be done in the same way as your brand for your customers. Get an experienced brand strategist to lead the process from outside the organization (I’ll upset my friends in design or advertising businesses who provide brand strategy services by suggesting that you choose a consultant who does not have a specific end use for your brand in mind.) Seek input across the organization. Create an internal team to develop and activate the brand. Take advantage of key opinion leaders who can become internal brand ambassadors. Once developed, the activation of an employer brand is critical. It is where strategy and culture often meet. And it is where a CEO or a Chief People Officer takes the lead. Here are four elements to be addressed as you put your employer brand strategy into action: 1. A mission that gets people out of bed in the morning This is what differentiates a job from a calling. A job provides a straightforward value equation of work for compensation. If your employee buys into a purpose you provide that transcends what they can do on their own, your relationship is cemented by something deeper than a paycheck. If not, they will be on the lookout for their next job. 2. Reinforcement mechanisms that make workers feel valued If a worker feels like their contribution is insignificant, even if directed towards a glorious mission, they might not become engaged. If they understand why their work is important and if they receive feedback that indicates they have accomplished a level of mastery, they will find pride in playing their part. 3. Stories that explain your values There is immense power in storytelling to internalize culture. Stories can be especially critical in connecting an organization’s past to the things it holds dear today. I worked in a company that gave out coveted awards named after legends of another era. At the annual sales meeting, a video of the past leader was presented, highlighting their personal achievements in a way that reinforced customer intimacy or innovation, qualities that were key to the company’s success. Not only did this put the corporate values in a personal light, but the continuity of past to present underscored the enduring quality of your values. 4. Means of collaboration that make people want to work with their colleagues, virtually or in person Work can bring transcendence from a source other than providing a sense of meaning. Being part of something bigger requires a social element, sharing goals with others, learning from them, receiving their support and celebrating victories together. For some in the marketing world, giving brands high priority may seem like a relic from a bygone era. For those who are concerned about the relationship between their business and the people who make it go, there are few things more important.
The Catholic Church has the kind of well-defined process for succession and continuation that you expect from an organization that expects to be around for millennia. A new Pope requires a 2/3 vote by eligible electors in a sequestered conclave. The electors are the members of the College of Cardinals who are under the age of 80. There is no time limit on these deliberations. Once a decision is made, there is no question of a Pope’s legitimacy.
When it comes to corporate succession, a Board of Directors comprises the electors for a CEO. It sets its own rules on what is required for election. Compromise choices that are not straightforward (e.g., co-presidents or interim titles) are possible but often end badly. For other, more junior positions, the decision-making is more informal, and selections are often less definitive. The choice of a new Pope is not the incumbent’s decision. When Pope Benedict chose to retire, he couldn’t put his finger on the scale in selecting who replaced him. Being over 80 at the time of his resignation, Benedict wasn’t even eligible to vote in the conclave. Too often, a leader tells their identified succession candidate that they are in line for the leader’s job. Unfortunately, the candidate interprets the message as their boss’s decision instead of their recommendation. When that candidate is just one of several under consideration, they feel that a commitment has been broken. Here’s a recent blog I wrote on how we make promises that are not ours to keep. Take a look at last month’s blog for more on the subject. While the Pope can be any man of the Catholic faith, the choice always comes down to somebody from the College of Cardinals. The pool is sufficiently broad, and there are many qualified candidates, based on the experience they’ve gained in different roles. Spencer Stuart noted that only 56% of new CEOs were hired from inside the organization. Modern organizations seldom have large pools of qualified succession candidates. Executives tend to stay in specialized functional paths, guided by their expertise and their assumption that rotations away from their strengths will slow their career progression. Succession decision makers often value the more circuitous path less taken. If they can’t find that inside or if they want a break from the past, they look outside. Those not elected Pope continue in leadership positions. They have an unbroken, direct line of authority and teaching passed down from Jesus’s apostles (apostolic succession). This process applies to Church doctrine as well. This loyalty to the organization’s consistent mission is a bond not easily broken. Those who lose out in corporate succession often don’t stick around. They lack the level of devotion to an organization’s mission that a Cardinal feels. With their ambition for a more senior position stoked, with potential resentment that a “promised” role did not come to them, they are motivated to look for that opportunity elsewhere. A shared set of beliefs, robust leadership development and a legitimization process are keys to one organization’s ability to select its leader and maintain the continuity of its executive team. |
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