Overlay
Let's talk
Emotive Brand
Get in touch: [email protected] 510-496-8888

Hello!

Category: Culture Transformation

Culture Transformation: Give Your Employees a Reason to Believe

Posted on by Emotive Brand

The Unspoken Truth

Feel the weight of it. In conference rooms across the world, leaders unveil visions meant to inspire, yet faces remain blank, hearts unmoved. This isn’t just a momentary disconnect. It’s the emotional void where transformation goes to die.

When 30% of your people feel invisible and 65% feel their contributions evaporate into thin air, they’re not just unhappy—they’re unreachable. The most brilliant strategy means nothing to a soul that doesn’t believe.

Belief Matters When Stakes Are High

We stand at the edge of a new emotional landscape. The old certainties have dissolved into air. Promotions are fewer. Pay bumps are smaller. IPOs are on hold. The promise of financial upside isn’t doing what it used to.

And your employees are paying attention.

As Carolyn Moore, a Chief People Officer coach who works with high-growth leaders puts it:

“Employees need a reason to believe.
And if you don’t give them one, they’ll go.”

 

She’s right. Your best people don’t just want to feel appreciated. They want to feel their work is meaningful, that it’s leading somewhere, and that it’s worth staying for. Without that belief, they’ll start weighing other options, whether they’re actively job-hunting or not.

The Beautiful Barriers We Build

What gets in the way isn’t bad intent. It’s leadership focus in the wrong place:

  • Values with no follow-through. When values live on posters but not in practice, people stop trusting what you say.
  • Inconsistent leadership. Mixed messages from the top fracture belief and wear people down.
  • Cultural noise. Endless initiatives, shifting priorities, and overuse of the word “transformation” make it hard to know what really matters.
  • Emotional blind spots. Most organizations don’t know how their employees actually feel, and even fewer know what to do with that insight.

The Power of Emotional Clarity

Belief isn’t built through behavior metrics. It’s built through emotional clarity.

At Emotive Brand, we use an approach called Emotional Acceleration. It’s a way to move people from understanding what you’re trying to do to believing in it enough to act.

It starts with a simple question: How do people feel right now? Not what they are doing. Not what they are producing. What are they feeling?

Through an Emotional Audit, we identify the gap between the emotional experience people are having today and the one they need in order to connect, align, and commit.

From Belief to Belonging

When you create reasons to believe, something extraordinary happens. People who moved through days on autopilot suddenly awaken to possibility. Teams that operated from obligation begin to move with purpose.

Belief isn’t soft. It’s strategic.

If your employees don’t believe their work matters, they’ll stop investing in it. But when they do? They push further. They stay longer. They build better.

Belief is what turns a bold vision into a shared one. It’s what makes a culture feel like a place worth belonging to. And in today’s talent market, it may be your greatest competitive advantage.

The Courage to Feel

The most profound business transformation isn’t something you implement. It’s something you feel—together.

Will you have the courage to discover what your people truly believe? Will you dare to build your future on emotional truth?

So ask yourself: Do your people have a reason to believe?

Because if they don’t, you’ve got work to do.

The Engine of Productivity: Wellness in the Workplace

Posted on by Tracy Lloyd

How we define the workplace has changed radically over the last few years. Offices no longer represent the primary workplace, and remote and hybrid modes of working are becoming the norm rather than the exception. And this has greatly disrupted the way we work. The “office rhythm” is out the door when you’re zooming with people three time zones away one minute, taking a call from the car while you drive your kids to school the next, and collaborating with colleagues face-to-face once or twice a week. It’s hard to connect. Hard to disconnect. And it’s hard to orient yourself in a culture without the daily cues to keep you on track.

All of this leads to wellness issues. The stress of being connected all the time. Or the self-doubt that leads to quiet quitting behaviors. The physical toll of being rooted at your desk all day. The erosion of mentorship in the workplace, and the rise of coaching to fill the gap. HR professionals are on the front lines of a crisis, and they’re responding by paying more attention to wellness than ever before. Employee well-being has emerged as a major focus as organizations replace the free-lunch and foosball-driven ethos with programs aimed at helping people thrive personally so they can thrive professionally.

The data supports this trend: corporate wellness directly influences the emotional and physical health of employees and, by extension, the health of the entire organization. Companies that prioritize wellness not only see an uptick in morale but also in productivity and retention​​​. In fact, 83% of employees report that having a psychologically and emotionally healthy workplace correlates with a significant increase in productivity.​​

Crafting Cultures That Resonate with Employees’ Needs

Leaders in HR play a pivotal role in translating these programs into strategic elements of the company culture. The trend is clear: holistic wellness programs that address the full spectrum of well-being—mental, physical, emotional, and financial—help retain people and attract new talent. They make people more productive, as happier employees take fewer sick days, are more loyal, and bring a higher level of creativity and energy to their roles. And they add to your overall organizational resiliency, which is critical to navigating the ups and downs of today’s volatility.

How to make well-being a strategic element of your employer brand

1. Define a Wellness Philosophy: Have a candid conversation with leadership about why your organization values wellness, and how much you’re willing to invest in it. This is a crucial first step to getting your leadership team aligned on the value that wellness creates for the entire organization. You’ll need to address the holistic equation of well-being—physical, mental, emotional, and financial—and how each dimension drives employee performance and satisfaction.

2. Consistently communicate your POV on Wellness: Use every communication channel to consistently reinforce how wellness is woven into your corporate culture. Share stories that highlight the positive impacts of wellness initiatives on employees, strengthening the perception of your brand as caring and supportive.

3. Align Wellness with Strategic Goals: A key part of your wellness initiatives involves connecting the dots between employees’ well-being and the strategic objectives of the company. For example, link mental health programs like mindfulness sessions to innovation to demonstrate how they result in a more creative and productive workplace.

4. Showcase the Impact: Evidence that wellness works only deepens belief in it as a necessity. Share real-life examples of how wellness programs have improved workplace outcomes. Highlight case studies and testimonials from employees who have benefited from these programs. Create case studies that demonstrate improved productivity, reduced stress levels, and better teamwork.

5. Lead with Wellness: When leaders actively participate in and advocate for wellness programs, it sends a powerful message that no matter where you sit in an organization, you’re still a person with the same needs for support. The more leaders participate and evangelize your wellness programs, the more they become a core part of the company ethos.

6. Offer personalized Wellness Options: There is no one-size-fits all when it comes to well-being. By offering personalized wellness options that can be tailored to individual needs, you underscore your commitment to supporting each employee uniquely. This flexibility makes the programs more effective and highlights your company’s dedication to its workforce.

7. Measure Success and Adapt: As your employees engage with wellness programs, their needs will change. You need to continuously assess and adapt your wellness initiatives to keep the offerings relevant, the energy fresh, and the impact high. By actively managing the portfolio of wellness offerings, you show your workforce that rather than checking a box, the organization is committed to making wellness a foundational element of your employer brand.

Thinking Beyond Wellness Programs

Wellness programs alone can feel like Band-Aids if they’re not connected to the employer brand—the internal expression of your mission, purpose, and values—that drives your organization. As employee well-being emerges as a dynamic force that shapes every aspect of workplace engagement and productivity, employees need to feel that it is part of your organizational DNA.

At Emotive Brand, we specialize in connecting business strategy to culture strategy to develop employer brands that are not just smart—they resonate emotionally. Making sure that employees experience wellness programs as part of a larger narrative around how you value people is essential to delivering the experiences that contribute to an organization being a great place to work.

If you have thoughts about the role wellness programs play in culture strategy, please add to the conversation below. And if you’re thinking about ways to get your culture better aligned to your business strategy, we are always happy to help you think through how to approach the challenge.

Emotive Brand is a brand strategy and creative agency that unlocks the power of emotion to propel a brand, culture, or business forward. We are a remote-first agency with a footprint in the San Francisco Bay Area.

How Do You Orient Your Team When Everything Seems Uncertain?

Posted on by Jamey Aiken

The old axiom about uncertainty being the only certainty in business seems quaint given today’s headlines: Historically low unemployment. Hiring shortages one day and hiring freezes the next. Creeping inflation. Shaky markets. Unexpected layoffs. It’s whiplash inducing. And it’s the world we live in.

As the economy shifts and shudders, leaders are challenged to make strategic decisions with increasingly limited foresight. And employees? They’re left feeling disoriented, confused, and vulnerable. It’s a recipe for getting stuck. People become less willing to make mistakes, to stick their necks out for each other, or to take the smart risks necessary to adapt to the changing environment. In a time when flexibility and agility are critical qualities to business success, many organizations find themselves in a state of emotional contraction, unable to zag gracefully forward.

The problem is alignment. Conventional objective-setting tools simply fall short as a way to get everyone on the same page because they’re based on past assumptions rather than the competing signals of the future. Plus, they don’t give employees the right context for seeing themselves in that changing future—much less get them excited about it. For companies to navigate wave after wave of uncertainty, you need a more responsive approach:

Understand how your employees are feeling right now.
Are they cynical or optimistic? Are they barely hanging on or feeling enthused and inspired? Do they understand the vision for where the company is going? Or do they need more evidence and explanation? The more understood and recognized people feel in times of uncertainty, the more opportunities you have to deepen trust and allegiance. If you ask, people will let you know how aligned they are with a vision for the future and the strategy to get there. You can identify what dissonances need to be reconciled. Where the sources of doubt take hold. What fears need to be assuaged before they grow out of proportion. Powerful alignment—the kind required to change and adapt with the business environment—is only possible if you have clear insight into the emotional state of your organization at any given moment.

Address employees’ emotions with a clear story of how you plan to move forward.
While emotional understanding can improve conventional objective-setting by creating deeper connections with people, you still need to establish a clear point of view that will guide your organization toward its future. All businesses have multiple critical initiatives going on at any given moment: corporate strategy, product, go-to-market, brand, people & culture. If the narrative about how they connect is haphazard or unintentional—or confused by external market conditions—people will start quilting their own narratives. The result is multiple, often conflicting stories that lead to different end states. In other words, brand confusion. You must cut through the noise of function-specific goals, objectives, KPIs, and OKRs to make business and brand more emotionally relevant to the people in an organization.

Get employees focused on a future that they are empowered to create.
In times of flux, business leaders face pressure to leap into action—to batten down the hatches, set a course, and prepare teams to brace for the worst. But what employees most need today is leadership that inspires people with purpose and meaning amidst uncertainty. If your organization is feeling trapped by mounting performance pressure and shrinking time horizons, you must give every employee the ability to see, believe, and participate in creating a future that they know is not only possible but necessary. Emotion is the accelerant, the enabler, the multiplier, and the amplifier that connects powerful ideas more deeply and resonantly to the people who need them.

To move your business forward and ultimately grow in times of uncertainty, you need better ways to connect to what employees are feeling. And you need to equip them not with a best guess about the future, but rather with a clear picture of how they’ll create their future. When employees feel they have the agency and ability to control their destiny, they lean into the future with an entirely different spirit. This is how you translate all the ambition that underpins your brand into a coherent set of actions that keep an organization aligned, confident, and positive as it speeds into the uncertain future.

Integrating Company Cultures After a Merger or Acquisition

Posted on by Tracy Lloyd

High M&A Activity

Mergers and acquisitions are at an all time high, with $4.7 trillion of global deals signed last year according to a recent M&A report by KMPG.

And although the payoff of a successful M&A is great, these are high risk deals. It’s not just about the financial gains. Reputations are on the line. Stakeholders observe nervously. And in order to ensure the expected return on investment is delivered, a great deal of planning around integrating company culture must go into the preparation.

Cultural Integration Issues

After an acquisition, the merger is a difficult undertaking – and often controversial. Employees may feel confused or unsure about what the future holds. And uncertainty can undercut the upsides of the deal.

When there’s a lack of communication, an incongruent cultural fit, or a poor integration plan, many mergers fail to positively impact the business – not delivering on the expected ROI. In fact, research has shown that around 70% of M&A fail to deliver their anticipated benefits because of “cultural issues.”

Because most M&A have financial, operational, or positioning motivations as the driver, many organizations fail to recognize culture as an influence that can derail the deal. And neglecting how a merger will affect your people can lead to many problems down the road.

Integrating Company Cultures Is Key to the Success of Your M&A

1. Communicate Early and Often

When people on the inside feel as though they are left in the dark, they are unlikely to jump on board with change. Transparency is key here. When your people come along on the journey and see and understand the vision for the future, they are more likely to support the integration effort.

In order to ensure internal buy-in, you need people to feel confident in the decision to merge companies. You also need them to feel secure in their job and valued in their position. You need employees on both sides of the merger to get on board with the change. Keeping everyone in the loop about the change ahead is an important first step.

2. Examine Cultural Differences

In order to establish common ground, you have to recognize and address gaps. Define each culture and map them next to each other. Where are they not aligned? Determining differences is key to figuring out what shifts need to be made and where you might run into problems. Be clear and direct about disparities so you can tackle them head on.

3. Define Your New Culture and Develop a Cultural Integration Plan

A company’s culture is made up of the values, beliefs, and behaviors that are shared among all people within your organization. Oftentimes, culture is something that is difficult to pin down and, as a result, leaders may steer away from clearly defining their culture.

However, it’s very important to define the culture you are trying to build. Leaders should be aligned and clear so they can succinctly articulate the new organization’s aspiration for the future and then behave accordingly.

So it’s important to put in place the measures and incentives that will fuel the behaviors that will then drive your culture. Dedicate the resources needed to create tools for facilitating cultural integration, measurement, and management.

4. Celebrate Change

In the end, cultural integration is about both sides adapting and celebrating the new culture that is born from the merger. This is a time of coming together and taking the best that both organizations have to offer. It’s an opportunity for growth—to get aligned, adopt new thinking, strengthen your culture, and move your business forward.

It’s a Process and Brand Strategy Can Help

Oftentimes, M&As require an investment in brand strategy to really ensure the expected ROI is delivered by employees. Don’t expect the cultural integration to happen overnight.

Dedicating the time and resources to developing and articulating your new brand will help enable both cultures to understand the opportunities of the merger. And creating a newly developed employer brand after a merger will help everyone get on board and aligned with the new brand and the future of an integrated culture.

With the right investment and focus on employees and culture, all employees will meaningfully embrace the changes required during the merger and, as a result, your business will thrive moving forward.

Emotive Brand is a San Francisco brand strategy and design agency.

HR and Marketing: Building Your Employer Brand Together

Posted on by Tracy Lloyd

Finding the Right Fit: HR’s Number One Challenge

HR and Marketing? The role of HR has evolved significantly in recent years. Attracting, engaging, and retaining top talent is a high priority for executives, and most companies place this responsibility on HR. According to PwC 18th Annual CEO survey, a full 73% of respondents are concerned about the availability of talent – a 10% increase from 2014. Executives worry that it’s getting harder to recruit and keep the people who are both skilled high-performers and ‘fit’ within their organization’s culture. And without top talent, maintaining a competitive advantage, adapting to industry change, and growing business is nearly impossible.

Fierce marketplace competition makes it difficult for candidates to know if they are a good fit for the brand without some guidance. Ensuring employee ‘fit’ means your brand needs to know why it matters. That’s where an employer brand comes in. Your employer brand must do the hard work of being clear and consistent about its promise (EVP), communicating an authentic, meaningful brand experience across all touchpoints. When done well, an employer brand helps attract the right talent, allows prospects to self-select for fit with your organization, and increases the likelihood that they will develop into long-term, low-churn, high-producing members of your team.

The Heat is On

Today, HR is tasked with creating an employee experience that markets the business to recruits and employees. Crafting a relevant and resonant employer brand involves aligning your organization’s aspirations, values, needs, and wants with the people you are looking to recruit and retain—no easy feat.

The pressure to create a unified, engaging experience for employees and prospects is real. And, launching an employer brand often involves obtaining budget from a CEO who may not see its value. What’s more, building an employer brand can become nearly impossible if the corporate brand is outdated, or worse, non-existent. When HR operates in a silo, getting budget and approval can be an uphill battle.

We’ve worked with a number of clients with varying global challenges around recruitment and employee engagement and there’s one thing they all agree on: successfully building an employer brand can’t be done in isolation. Engaging and partnering with marketing from the very beginning is essential.

Five Ways to Create a Successful Partnership Between HR and Marketing

  1. Designate an owner. Clarifying ownership is key. There is no better steward of an employer brand than the CEO, but gaining alignment from the rest of your leadership team, including key stakeholders, securing budget, and taking the project to the finish line won’t happen without a designated decision maker from either the HR or marketing team. 
  1. Map the employer brand to the corporate brand. Even if the corporate brand looks outdated or lacks relevance, the employer brand needs to build off of the brand’s foundation, otherwise it is confusing to your employees and the marketplace. Use what assets the brand has and build from there. If your corporate brand has a brand promise, find a way to use that as your North Star. The authenticity of the employer brand depends on HR and marketing working together to create an employee experience that is true to the brand.
  1. Get a commitment from key stakeholders. Getting the leadership team invested in the employer brand is more than just establishing a committee where people can voice opinions. It’s also important for each leader to understand the reach of the employer brand as a key influencer of your brand’s image and reputation. Leadership needs to have skin in the game from the start. This up-front work will help you and your marketing team move quickly with alignment and see the project all the way through.
  1. Build a coalition. Once you’ve got your employer brand strategy in place and support from the key stakeholders, you’ll need advocates from both marketing and HR to roll out the employer brand. Unfortunately, there’s no “launch” button for your employer brand. To make the biggest impact, you’ll need a team dedicated to the project who have always been part of the journey. Marketers know how to drive and measure audience engagement, create engaging experiences, nurture audiences, and tell a story that keeps people interested and engaged over a long period of time. And you don’t just need the marketing execs on board, you need the whole marketing team.
  1. Don’t forget purpose. Your employer brand needs to be rooted in purpose and meaning in order to emotionally connect to and successfully recruit and retain the type of talent best suited for your business. HR understands what matters to employees, but marketing knows how to capture their attention, authentically win them over with purpose-driven messages, and create valuable brand experiences at every touchpoint. When HR and marketing collaborate on an employer brand strategy together, they ensure that the company lives up to its promise and executes it every day.

Collaboration Wins

HR and marketing are not used to collaborating on strategic initiatives, especially those driven by HR. But not engaging marketing in the project can be a fatal mistake. Marketing owns the brand and they need to be brought along on the journey. Marketing will appreciate being asked to participate and HR will save time and angst by getting them involved from the start.

Top talent have their choice of companies to work for. Access to information and opportunity has accelerated a new employer brand rule book where companies are continually learning to adapt the hiring, retention, engagement strategy, and practices for success. By coordinating these efforts with HR and marketing, your business will reap the benefits in terms of the talent you attract and how well they ‘fit’ into the company.

Emotive Brand is a San Francisco branding agency.

What is a Brand Promise and Why You Need One

Posted on by Emotive Brand

There’s a lot of talk about the concept of a brand promise. But, what is it? Why does my business need one? How would it make my business stronger? How does it relate to my brand strategy? Here we explore the answers to these pressing questions.  And perhaps more important, what kind of a brand promise does your business need in today’s world to have an impact?

A brand is a promise delivered.

A contemporary brand promise articulates an idea that goes beyond the rational benefits that worked in the past, and extols a higher-order emotional reward. A brand promise is not a slogan or advertising headline. It is not, by definition, a public statement (though it can be as long as your brand truly lives up to it). Finally, it is not a “unique selling proposition”. Indeed, its uniqueness and differentiating power comes not from what it says, but how it transforms the way your organization creates strong and meaningful connections with people.

Continue reading “What is a Brand Promise and Why You Need One”

Why Have a Purpose Beyond Profit?

Posted on by Tracy Lloyd

Developing a purpose beyond profit business strategy has been gaining momentum in the business world, with both positive and negative attention.

For decades, enterprises have had “mission statements”, “vision statements”, and  “values”. Check almost any corporate website and you’ll find these “drivers” of the business buried deep down and many clicks away from the surface.

Despite having taken on these important steps to say what their business is all about, there’s often a big difference between what they intend, and the effect they have. The fact is, these tools of business have rarely gained much traction outside of the C-suite.

Defining Purpose

A “purpose” is a more powerful and effective tool because it engages in a way that matters to a wide range of people across an organization. It is not dry, administrative, and full of corporate jargon. It doesn’t set a goal that feels irrelevant outside the C-suite. Rather it is an idea that touches upon a quest for meaning and purpose that is universal in appeal, while at the same time relevant to the business.

People connect to a purpose. Within the purpose they see room for themselves to do something meaningful with their work lives. They feel closer to, more aligned with, and willing to help the business.

A good purpose can radically alter the customer experience as well, as the brand gradually starts to live up to its purpose and make life better in meaningful ways. As such, products evolve to embody greater meaning, the changing attitudes and character of the staff leads to more meaningful service, and every experience with the brand more clearly separates what it does from its competitors.

Think of purpose as a “North Star” for your organization, not as a marketing message. Let it help shape, guide, and align the attitudes, beliefs, and behavior of your people. Let the energy that new spirit generates create a beacon that attracts new customers, job recruits, partners, and others to your brand.

Why look beyond profit?

The most powerful purpose statements look beyond profit. This means they talk only of the good the brand seeks to create without stating the obvious goal of every business: profit. It is within the context of profit making that goodness makes a difference. People always remember the profit orientation of a meaningful brand, but it is the meaning the brand conveys that leads people to appreciate and prefer that brand.

While it may seem counterintuitive to not include the profit motive—after all what will shareholders think?—the benefits are clear. Having a purpose is not about forgetting profits, it’s about changing how you think about the positive outcomes that happen when you make profits.

How does one define a purpose beyond profit?

Strong purpose statements flow from the emotional impact that is generated by the prime meaningful outcomes the brand produces through its products, policies, procedures, and behaviors. The ideal purpose operates on a level that makes it possible for even the most disparate people to see the relevance of the brand to their lives.

The outcomes to which the purpose points are the positive impacts that are made by the brand across the personal, social, or environmental realms. Positive impacts are those that add to the individual or collective well-being.

Everyone affected by the brand should feel that the purpose is personally relevant and emotionally important, that it embodies an ideal they share, and that they want to be part of fulfilling that promise, whatever their role.

As such, the language of a good purpose is anything but corporate-speak. Jargon gives way to simple, honest, and memorable words and phrases. The voice is positive, uplifting, and purposeful.

A brand purpose is not a tagline

A purpose is not written to fit the style of a slogan or tagline; it contains all the thoughts it needs to engage and inspire people. A new brand purpose may well inspire a new tagline (as well an overall communication style) for your firm. Though we caution you to be realistic about how much a tagline can achieve with respect to creating a meaningful difference. Remember, real change won’t come from what you say in advertising and marketing, but from the emotions your brand evokes in every interaction.

Download and read our Purpose Beyond Profit white paper.

Emotive Brand is a brand strategy firm.

 

Mission, Vision, and Values: But First, Executive Alignment

Posted on by Sara Gaviser Leslie

Start with Executive Alignment

Vision, mission, and values give a company direction. They describe what a company stands for and what it doesn’t. Solid mission, vision, and values statements give guidelines for a brand’s behavior, help distinguish a company from its peers, and serve as a foundation for the brand’s ultimate personality. Without them, a company is rudderless.

So, when’s the right time to write these statements? Some companies don’t launch before they have a mission, vision, and values. Others develop them when time allows. With COVID-19 changing so many things from the way we show up to what gives us meaning in our work, now is a perfect time to embark on this exercise.

Though timing varies, the most important element in creating your mission, vision, and values is executive alignment. I promise it will be the hardest part of the process, but if you miss it you’ll end up with meaningless fluff. Start with alignment and the wording of the mission and vision almost takes care of itself.

Here are the steps to get you there:

1. Get your executive team on board

Include your executive team from day one. Yes, another project that takes time away from your “real work”. We get it. Mission/vision work doesn’t feel as urgent as launching a new product on time or making this quarter’s sales goal. But the longer you delay, the longer you have to wait for the impact. And if executives don’t take ownership of the project, they won’t have respect for the work that comes out of it.

2. Put it all out in the open: one-on-one interviews

Once you’ve got your executives’ attention, gather feedback from each exec individually. When we work with clients on mission/vision projects, we start by interviewing the key internal players. (If you are doing this project on your own, someone on your team, preferably a neutral player, could handle this step.) Big picture, you want to know where they think the company should go in the future and how it will get there. Again, 2020 has likely thrown a wrench in what you had previously planned for the business.

You also want to gather opinions on the current business and service offerings, market and competition, trends and regulations affecting the market in the short and long term, and current and future target customers.

3. Tackle the big issues and hot topics: executive alignment

Coming out of the interviews, you’ll have a list of statements that cover the kind of future that people in the organization desire for the company, how comfortable they are with change, and where they want to focus first.

For example, in a recent engagement, these were a few of the statements we generated for our client:

  • “We need to change the status quo.”
  • “Our vision should be internally vs. externally focused.”
  • “We’re more comfortable as an ingredient brand than an innovator.”

4. Expect disagreement

If you are like most companies, people won’t always be in agreement. So rather than be frustrated by this, see it as your opportunity to find alignment.

Bring everyone together into one room—even virtually. Remember, people own what they build. Put each statement on a poster with an “agree/disagree” scale and ask individuals to use a post-it to show how they relate to the statement. When everyone is done, it’s time to discuss. (Pro tip: Google Jamboards combined with Zoom are a great way to do this virtually.)

Second, pull out from the interviews the “hot topics”, the issues that are holding the company back. If the team doesn’t address these issues, they’ll destroy the company.

We recently worked with a disability insurer. Their hot topics included things like the following:

  •  “Startups have already moved into term life and car insurance and erased the middleman. How will we prevent this from happening to us?”
  • “We’re in the midst of digitizing the underwriting process. How does this project and that one overlap?”

 5. Follow the Critical Path

Get everything out in the open before you start building a vision and mission. It can be painful and frustrating to hash out these topics but it’s an essential step in the process. You learn where people sit on every important issue and you figure out the hurdles you need to jump over to get to the mission and vision development stage. Only then can you decide together where the company is headed.

Speaking of the critical path, don’t focus on marketing before you have set your vision and mission. People get excited when they hear about a new strategy. They want to get started. We recently worked with a company that lacked a strong, energizing strategy. The marketing department recognized this more than any other part of the organization. They realized that the company was moving in a new direction and was so eager to communicate a new mission and vision that they put something in place before the executive team reached alignment on the mission and vision.

When we talked to the executive team about the mission and vision work we planned to do for the company, though, many felt uncomfortable with the marketing work communicating the new strategy. Misalignment all around.

Alignment Drives Business

Put in the hard work to get everyone around the table aligned on the path you’ll take. Focusing on alignment will pay off in the end. It will save you time, frustration, and energy, and allow you to better focus on what really matters—what will drive your business and brand into the future, with everyone on board.
If you need help building alignment, please reach out.

Emotive Brand is a brand strategy and design agency in Oakland, California

The Meaningful Workplace: Employee Engagement for the 21st Century

Posted on by Tracy Lloyd

The meaningful workplace is an idea which seeks to address many of the pain points businesses are feeling as they try to get their enterprises fit for the future.

This white paper will set out the advantages of building a purposeful, values-driven workplace with a meaningful culture that better balances the needs of both the employer and the employee. 

It will explore how businesses can reach out to their employees on a new and more engaging human level that reduces the static inherent in typical company/employee interactions. 

It will argue that when senior management seeks more meaningful outcomes from their employee engagement activities, they not only achieve their traditional objectives, but also something of great and enduring value: a new, higher-order and meaningful alliance with their employees.

This paper will suggest that the traditional notions of “purpose”, “values” and “culture” need to be rethought in light of the changing attitudes, expectations and aspirations of both current and prospective employees. It presents the alternative ideas of “ambition”, “feelings” and “behavior”, which are better aligned to the needs of the modern, meaning-seeking employee.

It will detail what composes the ideal master plan for a meaningful workplace and how that master plan can be used to fuel a range of plans designed to engender meaning at the corporate, workplace and individual levels. 

Finally, this paper will point out the need to rethink how to engage employees who are seeking meaning and urges businesses to think beyond mere “internal messaging” programs.

While this series challenges a number of established employee engagement “principles and practices”, it demonstrates how the “meaningful workplace” concept addresses the same business objectives of improved morale and increased productivity and engagement – albeit from a more compelling human perspective. 

Here’s what you can look forward to in the Meaningful Workplace

  1. Context: the workplace in crisis
  2. Understanding what makes something “meaningful”
  3. Toward the meaningful workplace
  4. Employees respond positively to a meaningful workplace
  5. Why people are looking for meaningful workplaces
  6. Why workplaces aren’t meaningful now
  7. Making your workplace more meaningful
  8. “Ambition” is the new “purpose”
  9. “Feelings” are the “values”
  10. “Behavior” are the new “culture”
  11. Making it happen
  12. Going beyond “messages”
  13. A process of self-discovery and self-identification

If you or someone you know is challenged by a workforce in which employees aren’t engaged, productivity is down and morale is low, download this paper. It is a must read for any business today.

Emotive Brand is a brand strategy and design agency in Oakland, California.

Fast Forward Your Narrative: COVID was a catalyst for change. Is your corporate narrative still relevant?

Posted on by Tracy Lloyd

COVID was a catalyst for change. Is your corporate narrative still relevant?

At the onset of the COVID-19 crisis, companies were scrambling to respond to the moment. But as recognition sets in that these changes are here to stay, we must respond to a new movement: one that moves fast, with feeling, for the future.

The landscape of brand, business, and culture has been undeniably transformed. So, we must figure out how to communicate in ways that were empathetic and relevant, contextually aware, human, and sensitive. Given our new normal—a constant state of change—today’s leaders, brand stewards, and their teams must be extremely focused, maintain leadership amidst uncertainty, and have the ability to rapidly and dynamically re-evaluate what their company stands for, how it communicates, and why it’s vital to the world.

Making sure your Corporate Narrative resonates with customers, partners, and employees requires an agile strategy and clear communications that reflect your company in a way that is authentic and appropriate for this moment. There is no better time to lean into your brand, ensuring that it connects to both hearts and minds, knows what to say, when to say it, and how to say it.

We have developed a new program to meet these challenges that we’re calling Fast Forward. It efficiently develops one specifically-targeted Corporate Narrative to ensure you are on-brand in how you communicate with employees, customers, your wider partner ecosystem, boards, and investors.

  • The CEO Narrative enables CEOs to communicate a leadership vision appropriate for a moment that reaches all audiences.
  • The CMO Narrative is customized to enable CMOs and their marketing teams to communicate with external audiences, such as customers, partners, and boards.
  • The CHRO Narrative is designed to give CHROs and their teams the messages they need to speak with employees during this time.
  • The CRO Narrative is focused on sales with customers, prospects, and partners.

On this page, you’ll find our recommended approach to quickly assess and adjust your Corporate Narrative to ensure your company is in the best position for what is undoubtedly a new era for business.  

Emotive Brand is an Oakland brand strategy and design agency.