Is Your Agency Brand-less?


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How linking brand and culture can help identify and then utilize that higher purpose to inspire employees.

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  • It’s good to point out here that although the growth trend looks similar, there’s a big difference between the actual values – 13% growth is far more than 8%.
  • Is Your Agency Brand-less?

    1. 1. Building the Employee Owned Brand Rallying around a higher purpose can lead to increased performance <br />©Belmont, Inc. 2010<br />
    2. 2. Come Thursday, everyone is excited for the weekend. There is that Thank God It’s Friday<br />feel in the air. <br />
    3. 3. Fast forward to Monday morning… Is there that same level of excitement about going to work as you did on Friday about leaving work? <br />At a linked company, there should be a Thank God It’s Monday feel.<br />
    4. 4. By creating a TGIM atmosphere, the employees become engaged <br />Engaged employees stay for what they give.Disengaged employees stay for what they get. <br />
    5. 5. BRAND:<br />The sum of all experiences people have with your organization.<br />
    6. 6. CULTURE:<br />The behaviors and beliefs characteristic of a particular group.<br />Culture is what leads the team when management isn’t there. <br />
    7. 7. AGENDA<br />Our World Today<br />Linking Culture & Brand<br />Higher Purpose & Values<br />Commit • Align • Live<br />Measure • Evolve<br />Examples<br />Tips<br />
    8. 8. OUR WORLD TODAYWhy culture and brand matter<br />
    9. 9. The Knowledge Economy<br />Businesses that create the right culture will have the competitive edge <br /><ul><li>Produce ideas, knowledge and information
    10. 10. Economics are of abundance, not scarcity
    11. 11. Importance of location is diminished
    12. 12. Communication is increasingly important
    13. 13. Social structures and cultural context impact knowledge flow</li></li></ul><li>The Next Generation<br />Companies need to generate a reason beyond a paycheck to drive people to work for their organizations<br /><ul><li>is heavily connected through social media
    14. 14. is searching for jobs with higher purpose – not just a paycheck
    15. 15. has high expectations for their workplace
    16. 16. is looking for truth, value, and transparency</li></li></ul><li>The power of social media demands that the people inside your organization are delivering a constant and expected experience that is aligned with your external brand <br />
    17. 17. It’s time to think of your brand in a different way…<br />
    18. 18. WHY LINK <br />CULTURE & BRAND?<br />It’s not having a culture or brand that leads to success, it’s linking the two. <br />What your employees believe and deliver and what your customers expect and experience should be the same thing. <br />
    19. 19. 86%<br />Percentage of customer-facing employees who are communicating inaccurateinformation<br />4 in 5<br />Number of employees that don’t understand the relationship between their tasks and their organization’s goals<br />Think back to the TGIM idea – only 20% are excited to go to work on Mondays…<br />How could you be excited to go to work if you don’t understand your role in the organization?<br />
    20. 20. 186%<br />Percentage of increased revenues for companies with a high level of employee engagement<br />38%<br />Percentage of increased likelihood to have above-average productivity for highly-engaged employees<br />Disengaged employees stay for what they get. Engaged employees stay for what they give. <br />
    21. 21. “…United Airlines continued to turn a deaf ear toward its most valuable assets: its pilots and our fellow employees …<br />… United’s senior managers have enriched themselves through stock options, and in some cases, pay raises. These windfalls were made possible by the sacrifices and sweat of labor…<br />…United senior executives are intent on building a kingdom of wealth for themselves while ignoring the struggles of their employees…<br />...Mr. Tilton, it’s time you started listening to our needs for a change. United Airlines is not about you. It’s about all of us.”United Pilots Full Page Ad in USA TodaySept 4, 2007<br />An example of an UNLINKED organization<br />
    22. 22. “…THANK YOU HERB! From cocktail napkin to cockpit, Herb Kelleher paved the way for the most spirited Company in the airline history. As you step down from the SWA Board of Directors, the pilots of Southwest Airlines would like to thank you, Herb, for 38 years of positively outrageous service to our Company and our pilots. <br />It has been an honor and a privilege.”Southwest Pilots in USA TodayMay 21, 2008 <br />An example of a LINKED organization<br />Who would you rather FLY with – who would you rather WORK for… <br />
    23. 23. Business performance reflects employees attitudes<br />
    24. 24. HOW TO LINK <br />CULTURE & BRAND<br />
    25. 25. Higher Purpose<br />The reason for being besides making money… an inspired way the organization makes a positive change in the world.<br />Higher purpose is the emotional connector to the brand; it binds people both internally and externally to the organization. <br />
    26. 26. Zappos Evolution<br />1999: Largest Selection of Shoes<br />2003: Customer Service<br />2005: Culture & Values as our Platform<br />2007: Personal Emotional Connection<br />2009:Delivering Happiness<br />Example: Zappos Evolution<br />1999: Largest Selection of Shoes<br />2003: Customer Service<br />2005: Culture & Values as our Platform<br />2007: Personal Emotional Connection<br />2009:Delivering Happiness<br />From mission focused to culture focused to higher purpose. <br />The evolution of Zappos focal point has built a brand with a true emotional connection to their customers.<br />
    27. 27. Zappos CEO credits their growth to their continued progress to the higher purpose<br />$1.2Billion<br />$700 Million<br />$300 Million<br />$60 Million<br />“almostnothing”<br />2009delivering happiness<br />2007<br />personal emotional connection<br />2005culture & values<br />1999<br />shoes<br />2003<br />customerservice<br />
    28. 28. USDA<br />Mission:<br />We provide leadership on food, agriculture, natural resources, and related issues based on sound public policy, the best available science, and efficient management.<br />Vision:<br />We want to be recognized as a dynamic organization that is able to efficiently provide the integrated program delivery needed to lead a rapidly evolving food and agriculture system.<br />USDA’s current mission and <br />vision is seemingly <br />uninspired and too generic.<br />
    29. 29. “Boundless Nourishment”<br />Excerpts from USDA Strategic Plan:<br /><ul><li>expanding and developing alternative markets
    30. 30. supporting international economic development
    31. 31. providing financing to help expand job opportunities for rural America
    32. 32. enhancing food safety
    33. 33. improving nutrition and health
    34. 34. protecting America's public and private lands</li></ul>An example of what the USDA’s higher purpose COULD be.<br />A concept like this is inspiring inside and outside the organization<br />
    35. 35. Higher Purpose<br />How do you know if you have a Higher Purpose?<br />It’s timeless<br />It’s obvious<br />It’s simple<br />It inspires<br />It works internally and externally<br />It allows for innovation<br />
    36. 36. Guide Employee Practices<br />Guide Business Decisions<br />Guide all interactions – both internal and external<br />Values<br />Higher purpose only gets you so far. There needs to be an understanding of how to put the higher purpose into use – this is done through the company values. <br />Most organizations do not use their values to build and drive culture and drive and this is where problems arise. <br />
    37. 37. Zappos Values<br />Deliver WOW Through Service<br />Embrace and Drive Change<br />Create Fun and A Little Weirdness<br />Be Adventurous, Creative & Open-Minded<br />Pursue Growth and Learning<br />Build Open & Honest Relationships With Communication<br />Build a Positive Team & Family Spirit<br />Do More With Less<br />Be Passionate and Determined<br />Be Humble<br />Zappos Values<br />Deliver WOW Through Service<br />Embrace and Drive Change<br />Create Fun and A Little Weirdness<br />Be Adventurous, Creative & Open-Minded<br />Pursue Growth and Learning<br />Build Open & Honest Relationships With Communication<br />Build a Positive Team & Family Spirit<br />Do More With Less<br />Be Passionate and Determined<br />Be Humble<br />
    38. 38. The Zappos behaviors are different than most, because they are actually guiding behaviors. <br />Let’s take the 10th value, “be humble.” This isn’t just a way Zappos asks their employees to behave when interacting with customers. They actually test for it during the recruiting practice.<br />They will fly their top recruits out to their Las Vegas office. As a service to the recruit, they will send a shuttle bus to the airport to bring the candidate to their headquarters. The candidate goes through a full day of interviews, and as you can imagine, asking a candidate how humble they are may not get a very honest response.<br />So what does Zappos do? <br />They circle back to that shuttle driver and ask him how he was treated by the candidate. If that shuttle driver wasn’t treated well, it doesn’t matter how excited they were about the candidate. There is no job offer. <br />
    39. 39. USDA’s Values?<br />2009 Employee Survey<br />Most negative responses:<br /><ul><li>Lack of reward for creativity and innovation
    40. 40. Problematic communication at various levels
    41. 41. Lack of involvement in organizational change</li></ul>We couldn’t find the USDA values listed on the website – this probably means that the values aren’t being used to guide employment decisions. <br />
    42. 42. Are your values linking your culture & brand?<br />Do they just hang on your wall?<br />Do they guide decision-making?<br />Can they be translated into behaviors and actions?<br />Do they lead when management’s not around?<br />Values<br />
    43. 43. COMMIT.ALIGN.LIVE.<br />
    44. 44. Higher purpose and values should be dedicated and lived by senior leadership; behaviors should not be dictated. <br />Behaviors are the employees interpretation of the higher purpose and values. <br />Different employees in different departments may exhibit different behaviors – as long as they are tied to the purpose and values, they are building a branded culture. <br />
    45. 45. What are some signs you might NOT be linked?<br />High turnover<br />Low employee satisfaction<br />Low constituent satisfaction<br />Loss of funding<br />Bad press<br />When external promises cannot be fulfilled because of an uninspired or uninformed workforce – the brand suffers! <br />
    46. 46. MEASURE.EVOLVE.<br />
    47. 47. Higher purpose and values should NOT change throughout time. <br />Behaviors and how higher purpose are translated into action may change based on external context.<br />Measurements allow you to make adjustments to execution. <br />
    48. 48. Inform<br />Involve<br />Inspire<br />A new organization needed an inspiredrallying point that all stakeholders could embrace. <br />The CVC wanted everyone who walked through the doors to feel inspired to become more involved in their government. <br />They used this higher purpose to hire, train, and guide operations. <br />
    49. 49. Opening ceremonies, December 2, 2008<br />
    50. 50. August 2010:<br />4 Million Visitors have been Informed, Involved & Inspired<br />
    51. 51.
    52. 52. The United States Marine Corps: <br />An example of a LINKED organization<br />The Marines are building a branded culture through their recruiting and training practices. <br />Every touch point internally and externally is continuing to build the brand. <br />
    53. 53. How can you tell that the Marines are linked?<br /><ul><li>Nomenclature
    54. 54. Elitism
    55. 55. Training
    56. 56. Loyalty
    57. 57. Spirit</li></ul>As a result of having a linked organization, The United States Marines Corps have an incredibly loyalty to each other. The motto SemperFi– was adopted all the way back in 1883 – means always faithful, and represents the lifelong brotherhood shared by Marines <br />Not a single Marine could pinpoint what had made them into Marines. It is because it wasn’t one, solitary experience, it was EVERYTHING.<br />Think back to the circle graph – everything – in all of their contact with each piece and department of the organization made them into Marines. <br />
    58. 58. RECAP<br />Our World Today<br />Linking Culture & Brand<br />Higher Purpose & Values<br />Commit • Align • Live<br />Measure • Evolve<br />
    59. 59. TODAY we’ve talked about…<br />External context and why we need to think differently <br />The Importance of Linking Culture & Brand together. Remember it’s employees who deliver the brand promises to the world.<br />How to link the company culture and brand by identifying and using your Higher Purpose & Values<br />The execution of these principles through committing, aligning, living… <br />MEASURING and EVOLVING <br />
    60. 60. Building the Employee Owned BrandHow rallying around a higher purpose can lead to increased performance<br />Presented by: <br />Nancy BelmontBelmont,<br />