If you Google the word ‘leader’ or ‘leadership’, there are 487 million hits. That’s a lot of information which can only add to the confusion of what leadership really is. Leadership is not the sole responsibility for ‘people at the top’, everyone can learn to lead by tapping into the abilities that lie within each of us. Leadership differs from management in that it makes the followers want to achieve high goals, rather than simply bossing people around.

True leaders always go first; they set the tone, inspire, coach and above all, lead by example to gain commitment. To inspire your team into higher levels of teamwork, there are certain things you must be, know and do. These do not come naturally.

Leaders walk their talk – in true leaders, there are no gaps between what they say and their actions. Leaders think, act and behave in line with the value and behaviours of the organisation.

Aligning the organisation with its desired brand values is a continual and complex process. Yet, I’m amazed that all too often companies adopt a single focus approach around internal communications. It’s absolutely essential that any internal branding initiative is supported by internal communications but NOT in the absence of addressing the role of managers. Flooding the office corridors with brand posters, handing out glossy brand books and company merchandise will not alter employee behaviour. This has to be addressed by management behaviours. After all, the actions and behaviours from an employees direct manager influences what the employee does and how they act, not the poster behind the water cooler! Unfortunately, the so called ‘sexy’ side of internal branding seems to receive a lot more attention and resources than the critical elements of developing managers into brand leaders. Ask any employee who has attended a grand, Hollywood style internal brand launch, “what really changed the following day, month, year”? I would bet that in 9 out of 10 times the response would be “bugger all”.

Our approach to aligning brand with culture is to start with management, from executive management to middle management down to supervisory positions. This is where the communication blockage lies. Most, if not all managers lack the skills, competence and confidence to lead by example. It becomes even more complex and challenging when we throw in brand as well. So these people need to be developed and empowered to make a difference with their teams. Clearly, the CEO needs to set the tone, but it needs to be cascaded down throughout the organisation. One off leadership training days serve little purpose. What’s needed is a structured, continual learning and development program.

Current thinking is based on transformational leadership. Transformational leaders work towards a common goal with their team; putting team members first, trusting them and developing team to the next level. They inspire their team members to ‘live and breathe’ the company’s brand. Not because they have been asked to, but because it makes sense for the individual, the customer and for the organisation.

There are generally five characteristics of transformational leaders:

1. Model the way – people follow the person then the plan. It is the leader’s behaviour that wins respect.
2. Inspire a shared vision – enlist others in a common vision or objective by inspiring confidence to achieve extraordinary things.
3. Challenge the process – search for opportunities by seeking innovative and better ways to do things. Support good ideas and make things happen.
4. Enable others to act – foster collaboration by promoting cooperative goals and building trust. Engage the team.
5. Encourage the heart – recognise contributions by showing appreciation for excellence. Celebrate your success stories with the team.

By all means introduce an element of fun and enjoyment into your internal branding program. And use all available internal communication tools to keep the company brand front of mind across your organisation. Above all else, engage your management teams to take the message to the frontline through their individual behaviours and abilities to communicate brand to their teams. Ensure your managers are consistently displaying “on-brand” characteristics; walking the talk and integrating brand into daily decision making, setting of goals and priorities and actions.

This link between celebrity and brand image is examined in new market research that suggests the stronger the attachment to a celebrity, the higher their purchase intentions of a brand the celebrity endorses (Ilicic et al 2011)*. Brands should thus seek out celebrities with whom their target market is engaged with to endorse their products. This may sound like stating the obvious, and it is to a degree, however the new finding here is hard evidence of the effect consumer-celebrity engagement has on the ability of celebrity endorsements to work.

For example, imagine a brand is considering two celebrities to endorse their product. One may be much more famous in terms of people who are aware of them and know what they do. The other is less widely known, but has a loyal fan base that is strongly attached to this person and happens to comprise the target market. This new research suggests the lesser known celebrity would be a better choice for this brand because the target consumer attachment to this person is higher, even though the other celebrity is more widely known.

Although further market research would be required to fully validate the findings discussed above, it provides an interesting introduction into examining the relationship between consumer-celebrity attachment and the effectiveness of celebrity endorsement. This is particularly important given the high-profile nature of celebrity endorsements, the hefty pay packets involved in these deals and the fallout if celebrity endorsements are not chosen carefully.

*Ilicic, J & Webster, C.M. 2011, Effects of multiple endorsements and consumer–celebrity attachment on attitude and purchase intention, Australasian Marketing Journal, Australasian Marketing Journal, vol 19, p. 230 – 237

In the past, organisational branding tended towards having a tactical focus, driven in part, by marketing departments. Over time, it has become glaringly apparent that equally as important was ensuring the external brand remains congruent with the internal one. It’s perilous for a Brand to promise externally what it cannot deliver internally, both from employee perspective and from the customer expectation.

Take, for example, the merging of two organisations or the amalgamation of business units within the same organisation into one. Each business has its own defined, unique culture that when brought together, results in a culture clash. More often than not, failure of these ventures is brought about by issues such as communication, lack of clear identity, HR problems and inter-group conflicts, which will fall under the category of ‘cultural differences’.

For optimal results, companies should be living and internalising the external brand and filtering this through at every brand touch point. The non-negotiable factors of brand management include an unwavering CEO, Board Commitment to the Brand, viewing the Brand as a Business asset and being integral to business planning. It takes a whole of organisation approach and the right internal structures to drive brand and culture. Undoubtedly this often puts a focus upon internal communications, many companies are cognisant that their internal communications are sub-optimal, presenting a significant obstacle in itself to activating and fostering a strong internal brand. Communication greatly affects employee engagement, motivation, team discretionary effort, and potentially it can undermine the entire brand experience for your employees, and clients alike.

Living and internalising the external brand in an organisation is important and may involve both process and procedural change. Serious damage will be done to brand trust, with employees and customers should your business not deliver on its stated promises. This mantle for collectively ensuring the organisation’s external brand dovetails into internal culture and brand strategy (including Employer Branding) will combat difficulties, enabling the meeting and exceeding of broader organisational challenges. As a strategic initiative, we recommend Leadership appoint a ‘Brand Champion’, along with several other cultural leaders, who will heavily influence throughout your organisation to help facilitate change which meshes distinctly different cultures into one.

In the midst of marketing executives developing brand campaigns, we wonder how this crucial element has been so often overlooked by most companies. Ask any group of employees and many will readily admit they don’t actually believe in their brand, feel disengaged or even quite hostile towards it, or the company. By building an employer brand your internal teams are given a powerful emotional connection to the products, services and the company.

Decline of the brand promise results because employees simply don’t understand or can’t relate to what the company has promised the public, and often unwittingly undermine expectations created by the company in its communications with the customer base (advertising messages etc), or sometimes even work at cross-purposes to it. We all want employees who believe in the brand and who are motivated to go that ‘extra mile’, staying committed and working harder. Trust and loyalty to the company then also increases.

Many CEO’s underestimate and are unable to relate to the countless true opportunities that organisational and employer branding present, i.e. that brand is a powerful business asset and by aligning this through business processes and internal culture, brand acts as the ultimate source of competitive advantage for your company. If having unified and inspired employees (with common purpose and identity) is such a primary goal for companies, why is it internal employer branding is performed so poorly, if at all?

As leaders we should guide our teams of employees to better understand and have a passion for our company’s brand vision. It’s so much greater than simply recognising a need to have regular communication and/or keep employees informed of company strategy and direction. Brand revolves around applying principles and behaviours which enable your employees to ‘live’ that brand vision day-to-day. When this happens, your customers are much more likely to experience your company’s services or products in ways which consistently deliver upon the Brand Promise. Sometimes, as organisations undergo fundamental change or challenges, their employees require and seek direction; this makes them even more receptive to brand initiatives, such as clearer articulation of what makes your company unique; differentiated from its competitors etc.

The timing has never been more perfect (following the fallout of GFC) to be addressing your company brand internally. However, ensure there’s definite synergy between the internal and external communications, because without this alignment it will confuse employees, and potentially negatively influence their perceptions of the company’s integrity, not to mention, limit their abilities to effectively deliver upon customer expectations.

Focus upon your company and employer brand, conduct internal campaigns which influence the way your people think and carry out their functions, from selling, naming products, customer touch points…everything. Think of this external & internal equation as end-to-end branding, even your customer marketing will prove more prevalent because those messages have been developed based on not only your company’s strengths and capabilities, but your employees’ behaviour and attitude.

Do your employees understand and/or relate to the Brand Vision? Do they regularly consider whether or not they’re supporting the brand with each and every decision or action they take? Employer branding develops more competitive Employee Value Propositions to position your organisation as an employer of choice in your market and counters your competitors who threaten to poach your quality people with higher financial incentives.

Market research also plays a central role to understanding employees; most organisations don’t even invest in this greater understanding of their employees’ opinion of the brand (whether that is through any focus groups, in-depth interviews, or surveys). Mapping findings from these initiatives gives you an indicative picture of the company’s overarching culture (and different subcultures). If you can identify and understand employee feelings, you can tailor the internal branding campaign accordingly, utilising specific metrics which may include engagement, morale, empowerment, leadership and communication etc. This level of research most benefits your company when it comes down to implementation especially if, for example, a subculture of resistance has been identified, greater attention can then be directed at any resisters when executing brand initiatives.

Employees should be considered the most critical asset to your company’s business, and end-to-end branding avoids the creation of brand messages which don’t resonate with your employees; or worse, which build resentment. Strategic consideration of both the organisational and employer brand signals that your company is not only transparent but takes its team pledge very seriously. In truth then, this exercise is about weaving your brand throughout the entire fabric of your organisation to positively impact on all the ways your employees and customers experience the workplace.

Internal brand/culture is more than just this – it is about employee expectations and their behaviours (adhering to what makes your Company so unique). So how does internal brand/culture really have an effect on revenue?

a)      Employer Branding attracts the best talent

With an aligned internal brand/culture your company goals are much clearer and your expectations defined. Your company will attract the type of talent who readily seek to identify with your company’s goals, mission and values, etc. You’ll want the type of employees and managers who ‘buy in’ to these values. As a result, your people will dominate in their sector and produce better financial results for the company. 

b)      It fosters good company perceptions    

Today, your company must be perceived as authentic and ‘giving back’ to the community. Culture of the company is paramount in such a dynamic marketplace which can very quickly turn on a company both from a financial and PR viewpoint, using available technology. Being ‘real’ and authentic will command greater respect from your customers, stakeholders and the general public.

c)   Creates accord and harmony

Well-defined internal brand/culture unifies individuals into cohesive teams. Such a single, unified direction will align your talent’s energies and purpose and ingrained culture of this type has the ability to know no bounds due to the infinite resources we humans possess.

d)      Finally, and perhaps the biggest benefit to your company  

Investing resources into activities which further your company’s mission and purpose; and less into having to ‘manage’ your people – i.e. getting in the right talent and leveraging them to the fullest.

Statistics from Future of Human Resource Management by Meisinger and Ulrich further confirm this:

• Companies with a clear internal brand, outperform their competitors by 33% in customer retention.
• Culture driven companies outpace their sector in sales growth by an annual 51%.
• These companies are 38% more profitable than those without a defined culture.
• It has been measured that 46% of business financial performance results from corporate culture.   

Externally, branding has a positive impact upon revenue by providing:

a)      Discernible Point of Differentiation

Differentiates your company offering over your competition and makes the customer’s choice far less price reliant.  It offers your customer the opportunity to relate and care; i.e. a positioning strategy which compels your customers to build a relationship with your company/product/service.

b)      Image Consistency

There is a consistency across all marketing actions and materials, this allows us to avoid the discrepancy of images and messages to the target customer. This brings about a trust in the brand image and actions of your company, making you all the more appealing as a confident and successful operator.

c)       Real Brand Values

Customers need to know they can rely on your company. Your brand values must be reflected through your team’s behaviours and actions – these values being the foundations of your company actions.  

d)      Focused Offer

The best model for efficiency; this avoids dilution of brand messages and bases you in the position to be a leader in your sector/industry.  It also ensures ROI, more effective marketing spend and positive sales growth and activity.

e)      Creating favourable consumer preference

Favourable brand identity leads to customer brand preference and brand loyalty toward your organisation; this equals ensuing success. Achieving constructive perception and impressions of your brand created through images, actions and experiences directed at your target audience, leads to Brand preference.

One last point, your Organisational Branding is an investment, not an expense! 

Unfortunately, many companies perceive their brand development as an expense.  Your success will come from ‘connecting’ with your customers in ways which cultivate the brand and future sales. The investment into organisational branding and culture are, without a doubt, two of soundest investments you can make which will take your company towards increasing its bottom line even faster.

So how does an organisation manage its customer experience to ensure its people, processes and culture are reinforcing customer expectations? A key foundation of customer experience management is internal branding.

Internal branding in essence is ‘living’ and ‘delivering on’ your organisation’s brand promises. It is an organisation-wide initiative that enables all employees to understand how they can personally impact on a customer’s experience and contribute to building the company’s reputation and brand.

Many organisations fall into the trap of developing an advertising strategy with the intention of communicating how wonderful and customer-centric the organisation is. While the advertising direction may be in-line with the organisation’s brand, where it falls down is where what is being promoted is not being delivered.

The result of this is that both customers and employees are disconnected with the organisation, as UK oil company Total experienced. The company ran an ad campaign featuring the perfect employee called Steve who spends his time running around helping customers with heavy loads, childcare and car maintenance with the tagline ‘You’ll find people like Steve at all of our service stations’. The company did not reinforce this customer expectation with training and additional support to help employees, leaving both the employee and the customer frustrated and disappointed.

Internal branding today is all about connecting employees with an organisation’s brand and ensuring the internal brand experience is authentic. Just ask one of the 46,000 employees of The Dow Chemical Co. about the authenticity of their internal brand. They will most likely point you to the ‘I Am the Human Element’- an internal campaign which celebrates the contributions and successes of their employees, helping the organisation achieve its vision.

FedEx is another example of an organisation that has focused on building a strong internal brand and as a result is considered one of the world’s most admired companies and trusted employers. The company’s workforce not only know and believe in the values instilled by their ‘People-Service-Profit’ internal brand, but they can cite chapter and verse the actions they and others have taken to deliver the FedEx brand and what it means to them. This level of employee engagement delivers significant benefit to FedEx in terms of high performance and strong profits.

So perhaps it is time to consider the benefit to your organisation of building a strong internal brand. Recent transitional times with a turnover of employees, changing management styles or the merging of departments may have had more of an impact on your internal brand than you realise.

Reinvigorate your employees on what your organisation stands for and build passion for your brand promise. Not only will you reconnect with your employees and improve engagement but you will also reconnect with your customers and improve profitability.