Turning Marketing Words into a
BRIDGETRAINING
Areas of expertise:
• Contact Centre
• Customer Service
• Sales
• Brand Delivery
• Leadership and Developme...
BRIDGEEVETNS
BRIDGEBALANCE
WHAT IS BRAND?
A brand is the identity of a
specific product, service, or
business. A brand can take many
forms, including a name, sign,
...
“Nothing seems more obvious to
me that a product or service only
becomes a brand when it is
imbued with profound values th...
“Vision is perhaps our greatest
strength... It has kept us alive to
the power and continuity of
thought through the centur...
METHODOLOGY
BRIDGE
BRAND2LIFE
THE LIVING
BRAND®MATRIX
INSIDE THE MINDS OF LEADERS
Building your
Leadership Brand
WHAT ARE YOUR BRAND VALUES?
THE LEADERS BRAND
• Purpose
• Energy
• Structure
• Change Orientation
• Individual Presence
• Enablement
• Consideration
•...
WHAT IS YOUR LEADERSHIP
CATCHPHRASE?
What is your Leadership Catchphrase?
‘’ Not a One Trick Pony
Not 10 Trick Pony
I am a...
BRAND ALIVE PROJECT PART 1
Within your group, come up with an agreed
fictional company. Give it a name, what this
company ...
WHAT IS…?
Marketing researchers typically have two
objectives
One: To determine what segments or
subgroups exist in the ov...
TOP TIPS – EMOTIONAL
PROFILING
Be Realistic: Evaluate your customers as
objectively as possible.
Be Specific: Make sure yo...
INSIDE THE MIND OF THE
CUSTOMER
Why do customers
buy Brands?
The Emotional
Drivers of Brands
Self-actualisation
Personal growth and fulfilment
Esteem needs
Achievement, status, responsibility, reputation
Belongingne...
Interpreting Behaviour According to
Maslow's Hierarchy of Needs
• Biological - health, fitness, energising mind and
body, ...
Transcendence
Helping others to self-actualise
Self-actualisation
Personal growth, self-fulfilment
Aesthetic needs
Beauty,...
IS ECONOMICS THE STUDY OF
MONEY OR THE STUDY OF
BEHAVIOUR?
Interesting to note that during this last recession well
establ...
I HAVE TO HAVE IT !!!
Belongingness and Love needs
Family, affection, relationships, work group, etc.
THE DESIRE TO BE PART OF A
FAMILY
This is ...
Esteem needs
Achievement, status, responsibility, reputation
THE WORLD IS CHANGING WITH
SYMBOLIC CONSUMPTION
With media, l...
CHANGING THE FACE OF AN
INDUSTRY
Cognitive needs
Knowledge, meaning, self-awareness
TELL ME EVERYTHING I NEED TO
KNOW OR JUST TELL ME YOUR NAME
AND I WILL ...
THE GESTALT EFFECT
What brand do you really respond to
and have high affinity with?
WHY??
THE GESTALT EFFECT
“The whole is greater than
the sum of the parts”
IS THIS TWO FACES OR A
VASE?
BEST LAID PLANS AND RESOLVED?
Aesthetic needs
Beauty, balance, form, etc.
BRANDS EXCITE US
When mastered, brands can attach themselves to pleasure
recep...
NOW THAT IS SPECIAL
Self-actualisation
Personal growth, self-fulfilment
BE ALL THAT YOU CAN BE
Brands allow people to dream, they allow us to ...
REACHING NEW HEIGHTS
Transcendence
Helping others to self-actualise
FROM EMPLOYEE TO
LIVING BRAND ADVOCATE
We have now reached the ultimate in ...
BRAND ALIVE PROJECT PART 2
Return to your groups and begin to build your
customer profile. What is the main
demographics o...
Are Living Brand®
Leaders Born or
are they Made?
SELF-AWARENESS
DO YOU SEE YOURSELF AS
OTHERS SEE YOU?
WHAT IS…?
Self-awareness describes the condition of
being aware of one's awareness. It is
having the ability to realistica...
TOP TIPS
• Reflecting on your intentions and your actions
• Being aware of your own emotions and how to channel
them
• Und...
» Brand aware
» Entertaining
» Vocal brilliance
» Chatty
» Bold/Direct
» Assertive
» Genuine empathy
» Going the extra mile for the
customers
» First time resolution
» Emotionally intelligent
» Great at ha...
» Great problem-solvers
» Structured conversation
control
» Solutions focused
» Efficient
» No messing approach
» No panic...
» Strong
» Decisive
» Results-oriented
» Forthright in stating their
opinion / making requests
» Not afraid to take a deci...
“Imagination is
everything. It is the
preview of life’s
coming attractions.”
Albert Einstein once said,
WHAT IS…?
A form of evidence that is often referred to as a gut
feeling or a hunch. It differs from common sense,
which re...
TOP TIPS
• Ask more questions
• Pay attention to what catches your eye or
ear
• Meditate on information
• Look at various ...
EMOTIONAL
MANAGEMENT
Can you
manage your
emotions?
WHAT IS…?
The notion of emotional management refers to
the fact that emotion is not just a matter of
automatic emotional r...
STAYING ON THE NEUTRAL
ZONE
WHAT PUSHES YOUR BUTTONS?
People’sEmotion Your Reaction
WHAT PUSHES YOUR BUTTONS?
Work Stressor Your Reaction
TOP TIPS
• Identify the cause of your stress earlier by
knowing the individual character types and
how they affect you
• C...
BREATH
Creating a
Powerful Person
from within
Self-Regulation and Growth Stunters
Celebrity Ego
Fear
Bullied into
submission
Ignoring truth
Laziness
Inter inertia
The w...
GROWTH STUNTERS
• Celebrity Ego - Everyone knows someone with a „big‟ ego!
Egotism holds us back from learning about ourse...
WHAT IS…?
The Elasticity of your Personality
• Dealing with different
individuals
• Building internal relationships
• Stro...
TOP TIPS
• Make yourself approachable
• Ensure that you are living the brand values
• Take into consideration your present...
TIME TO BLOW YOUR OWN
TRUMPET
Individually come up with
your core strengths that
you believe to be your
greatest assets. T...
WHAT IS…?
Empathy is the capacity to recognize and, to
some extent, share feelings (such as sadness
or happiness) that are...
TOP TIPS
• Give someone your full attention both in
mind and body language
• Actively listen and not just with the intent
...
DANIEL GOLDMAN EMPATHY
WHAT IS…?
Self-motivation is the ability to motivate
oneself, to find a reason and the necessary
strength to do something,...
MOTIVATION – ON THE MOVE
Self Motivation
What are your goals?
TOP TIPS
• Think about the achievements in your life
• Examine your strengths to understand what you can
build on
• Determ...
LIVING BRAND FOCUS
"Your life today is the result of your
attitudes and choices in the past.
Your life tomorrow will be th...
PROUD TO BE AT ASDA
BRAND ALIVE PROJECT PART 3
It is now time to recruit a new team of front line
Customer Service and Sales employees for you...
INFORMATION FLOW
It is not so much about
the words you use, as
much as defining the
applied action that is
required.
SELF AWARENESS
Goal: To have employees see behind the brand
• Simply give more brand information to
employees
• Explain it...
INTUITION
Goal: To have employees move with the Brand
• Give them more options to explore the brand
• Give ample opportuni...
EMOTIONAL MANAGEMENT
Goal: Have employees respond positively to brand
information
• Frustration
• Bored
• Tired
• Complace...
PROFILING – INFORMATION FLOW
Goal: To get it to the right people in the most appropriate medium
• Enquire on various knowl...
SOCIAL SKILLS
Goal: To meet the employee population on their turf
• Target where employee segments network
• Utilise socia...
EMPATHY
Goal: To put the brand in the employees shoes
• Listen and respond accordingly to all your
research
• Use feedback...
MOTIVATION
Goal: To stay on course and meet your Brand Alive objectives
• Do not try to change the world overnight
• Have ...
‘It is not so much about the words you use as much as
defining the applied action that is required.’
However, that is not ...
METHODOLOGY
BRIDGE BRAND2LIFE
BRIDGE
BRAND2LIFE
WHAT IS PROJECTED
PERSONALITY?
BRING TO LIFE
YOUR
PROJECTED
PERSONALITY
BRAND2LIFE CAMPAIGN
BRAND2LIFE CAMPAIGN
BRAND2LIFE CAMPAIGN
BRAND2LIFE CAMPAIGN
MEDIUMS OF ENGAGEMENT
• Videos
• Posters
• Give-aways
• Intranet
• Events
• Briefings
• Social Media
THE NOW EMPLOYEE DRIVING
FORCE
• Be the voice of the values
• Internal communication and the leaders
messages
• Intranet
•...
BRAND ALIVE PROJECT PART 4
As mentioned, over the years your company
employees seem to have lost touch with the mission
an...
BRIDGE
BRAND2LIFE
Ask yourself the question:
What part do I play and
where do I have influence
in the Brand2Life
programme?
RISING TO THE CHALLENGE
Bridge Rings of Power
HOW CAN BRAND CHAMPIONS
INFLUENCE?
BRIDGE
BRAND2LIFE
Recruitment
Induction
Continuous
Development
and Training
Ongoing
Agent Quality
Assessment
GOAL: BRIDGE
BRAND2LIFE UTOPIA
Often find them on the shop floor, listening to the employees and taking on
board suggestio...
Once I start to look at a
Brand2Life programme in this
breakdown, I can better
visualise the challenges and
best actions r...
Your influence:
• Advert for employment (on-brand)
• Core value messages presented to candidates
• Does this tier promote ...
Survey results from previous Brand Audit on Induction
Top negative responses:
• Uninspiring
• Too long and boring
• Told m...
Your influence:
• Ensure the induction represents the brand values
• Gives enough time to explore it and its future (not j...
Your influence:
• Ensure that brand is represented, and represented well
• Ensure that brand delivery is included on relev...
Your influence:
• Test their current love of the brand. Are they fans?
• Look at their knowledge of the brand, preferred m...
Mediums
• In classroom training
o More relevant information
o On-going development
• Intranet and social media
o Show / ex...
Some of the Living Brand kill factors:
• The individual has been around for a while and this may not be their first
change...
Overcome the barriers:
• Put in place a clear action plan with timed deliverables
• Run specific brand workshops for this ...
They must:
• Be charismatic and a face of the business
• Have enthusiasm to drive and to succeed
• Have true belief in the...
BRIDGE
BRAND2LIFE
Now that you have created your umbrella
Brand2Life campaign it is your job to come up with
ideas for each of the areas of ...
METHODOLOGY
Level one
Connection
Alignment to purpose / Brand Me = Brand Value
KEEPING IT ALIVE
What is a Living
Brand Culture?
Team unity
KEEPING IT ALIVE
Who we are
Our way of doing business
People living the values
Corporate identity
What makes ou...
LIVING BRAND CULTURE
“You cannot be special, distinctive, and
compelling in the marketplace unless you
create something sp...
Edgar Schein
Organisational Culture & Leadership
“Culture can be analysed as a phenomenon that
surrounds us at all times, ...
WHAT IS A LIVING BRAND
CULTURE?
Brand Culture
How we do things around here
“A company's culture and its
company brand are ...
Business Strategy
Corporate Business Plan
Divisional Plans
Individual Goals / Objectives
Vision
Values
Behaviours
Results
...
CULTURE…
Survival-based
culture
Value-based culture
Team-work &
loyalty based on:
Agreement /disagreement Alignment of pur...
Zapposmakes the news
Level two
Commitment
Belief in the Brand
WHAT MOTIVATES EMPLOYEES IN
A VALUE BASED CULTURE?
MOTIVATION THROUGH HISTORY
Motivation 2.0
Reward or
Punishment
Simple,
straight-forward
tasks that involve
mechanical skil...
THE DRIVING FORCE BEHIND A
VALUE BASED CULTURE
AUTONOMY
THE FOUR ESSENTIALS TO
AUTONOMY
• Task
• Time
• Technique
• Team
» What people do
» When people do
» How they do it
» Whom...
THE FOUR ESSENTIALS TO
AUTONOMY
• Time
» Google: 20% of staff time in a
project of their choice.
Results: Gmail, Google Ne...
• Techniqu
e
• Team
» Controlled technique:
improves performance or
encourages mechanical
thinking?
» Recruitment:HR’s res...
MASTERY
MASTERY
THE NEED TO SELF-ACTUALIZE
Control Compliance Physical
survival
Autonomy Engagement
Fulfilment
“Engagement leads t...
TWO LAWS OF MASTERY
MASTERY IS A MIND-SET
“Happiness comes
from the cultivation of
happy thoughts”
“What people believe
sh...
TWO LAWS OF MASTERY
MASTERY IS A PAIN - COMMITMENT
TO LONG-TERM GOALS
“Effort is one of the things
that gives meaning to
l...
Level three
Consistency
Keep it Alive! Employee Advocacy
PURPOSE
BRING YOUR BRAND TO LIFE!!!
BRAND PASSION
The world's leading charity
dedicated to beating cancer
through research.
Zappos Core Values Come Alive
“As we started to grow, we
asked ourselves, how can we
sustain this culture? How can
we remember it while
simultaneously i...
FITNESS FIRST WAKE UP CALL
CULTURE SHAPING INITIATIVES
• Create a clear ideology. This is the contribution the organisation
makes to its customers, e...
• Look at your design. The processes, structure and systems of
the company need to reinforce the culture you want to creat...
KEEP IT SIMPLE
S
I
M
P
L
E
Set Expectations
Invite Commitment
Measure Progress
Provide Feedback
Live the Values
Evaluate E...
Your Brand2Life programme has been a
huge success and your employees are back
on track and your brand is alive in your
peo...
BRAND ALIVE PROJECT PART 6
In a five minute presentation please bring to life:
1. You vision and value words
2. The action...
METHODOLOGY
In your private time tonight list out some
of the things that you would like to
change in your personal life or our
busine...
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
Turning Marketing Words into a Branded People Experience
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Turning Marketing Words into a Branded People Experience

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  • Have delegates all individually come up with a definition of Brand
  • Have delegates all individually come up with a definition of Brand
  • Have delegates all individually come up with a definition of Brand
  • Have delegates all individually come up with a definition of Brand
  • This is a brief introduction to the three section that we will be covering over the next two days
  • When we kick off this section – find out who in the room is Marketing or Brand Managers. It is also important at this stage to have most of the delegates assume this role of the next two days. It is this role that we will focus on with respect to the influence that they may have over creating a Living Brand culture
  • At Bridge, one of the things we stand for is turning words into actions. So it’s really looking at those words that your website or brochure is saying, and turn that in to deliverable actions through your frontline, so really delivering that ‘highest standard’ promise. At Bridge, these are the words we live by, and everything we do, we want those words to be in our delegates’ mind.
  • Open up the discussion with the values of Leaders. Individually have them come up with one or two Value words that they believe represent those posses by leaders.
  • Have delegates all individually come up with a definition of Brand
  • Place for them to write in big letters their Catchphrase
  • Introduce Helio and handover
  • This is what we at Bridge call our road map in creating a living brand personality. We will walk through each of the seven areas of emotional intelligence and the road map that makes great living brands. For the purpose of this section you will need to assume the role of soon to be living brands.
  • Open up the discussion with delegates and have them respond to question and then play with their answers.
  • Ask the delegates who has seen this and even though most may have – you will still need to bring every one op to the same basic understanding so give a little brief back ground and explanations.Psychologist Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper "A Theory of Human Motivation"1 and his subsequent book, Motivation and Personality.2 This hierarchy suggests that people are motivated to fulfill basic needs before moving on to other needs.Maslow’s hierarchy of needs is most often displayed as a pyramid. The lowest levels of the pyramid are made up of the most basic needs, while the more complex needs are located at the top of the pyramid. Needs at the bottom of the pyramid are basic physical requirements including the need for food, water, sleep and warmth. Once these lower-level needs have been met, people can move on to the next level of needs, which are for safety and security.As people progress up the pyramid, needs become increasingly psychological and social. Soon, the need for love, friendship and intimacy become important. Further up the pyramid, the need for personal esteem and feelings of accomplishment take priority. Like Carl Rogers Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person to achieve individual potential.Types of NeedsMaslow believed that these needs are similar to instincts and play a major role in motivating behavior. Physiological, security, social, and esteem needs are deficiency needs (also known as D-needs), meaning that these needs arise due to deprivation. Satisfying these lower-level needs is important in order to avoid unpleasant feelings or consequences.Maslow termed the highest-level of the pyramid as growth needs (also known as being needs or B-needs). Growth needs do not stem from a lack of something, but rather from a desire to grow as a person.Five Levels of the Hierarchy of NeedsThere are five different levels in Maslow’s hierarchy of needs:Physiological NeedsThese include the most basic needs that are vital to survival, such as the need for water, air, food and sleep. Maslow believed that these needs are the most basic and instinctive needs in the hierarchy because all needs become secondary until these physiological needs are met.  Security NeedsThese include needs for safety and security. Security needs are important for survival, but they are not as demanding as the physiological needs. Examples of security needs include a desire for steady employment, health insurance, safe neighborhoods and shelter from the environment.  Social NeedsThese include needs for belonging, love and affection. Maslow considered these needs to be less basic than physiological and security needs. Relationships such as friendships, romantic attachments and families help fulfill this need for companionship and acceptance, as does involvement in social, community or religious groups.  Esteem NeedsAfter the first three needs have been satisfied, esteem needs becomes increasingly important. These include the need for things that reflect on self-esteem, personal worth, social recognition and accomplishment. Self-actualizing NeedsThis is the highest level of Maslow’s hierarchy of needs. Self-actualizing people are self-aware, concerned with personal growth, less concerned with the opinions of others and interested fulfilling their potential
  • Then you can us this slide by saying – in short each of his five represent this
  • However at Bridge we us an extended 8 Level Hierarchy and lets look how we can relate these to how brands feed people needs as they move up or are fulfilling different ones at different stages of their development.1970's adapted Hierarchy of Needs Model, including Cognitive and Aesthetic needs1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc. 2. Safety needs - protection from elements, security, order, law, limits, stability, etc. 3. Belongingness and Love needs - work group, family, affection, relationships, etc. 4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. 5. Cognitive needs - knowledge, meaning, etc. 6. Aesthetic needs - appreciation and search for beauty, balance, form, etc. 7. Self-Actualisation needs - realising personal potential, self-fulfillment, seeking personal growth and peak experiences. 1990's adapted Hierarchy of Needs including Transcendence needs1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc. 2. Safety needs - protection from elements, security, order, law, limits, stability, etc. 3. Belongingness and Love needs - work group, family, affection, relationships, etc. 4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. 5. Cognitive needs - knowledge, meaning, etc. 6. Aesthetic needs - appreciation and search for beauty, balance, form, etc. 7. Self-Actualisation needs - realising personal potential, self-fulfillment, seeking personal growth and peak experiences.  8. Transcendence needs - helping others to achieve self actualisation
  • At the bottom of the pyramid they can seem very basic and some brands like Coke have managed to infiltrate these levels.. And one could argue that one brand as even added a new basic live needs – ask group if anyone can think of a brand that people have such a strong connection with they have come to believe that they cannot live without it :o)Physiological needs: These are the basic animal needs for such things as food, warmth, shelter, sex, water, and other body needs. If a person is hungry or thirsty or his body is chemically unbalanced, all of his energies turn toward remedying these deficiencies, and other needs remain inactive. If one’s basic biological needs are not met, one would never be able to trust the environment and would be stuck with high neuroticism and anxiety. Safety needs:With his physical needs relatively satisfied, the individual’s safety needs take over and dominate his behavior. These needs have to do with man’s yearning for a predictable, orderly world in which injustice and inconsistency are under control, the familiar frequent, and the unfamiliar rare. This need for consistency, if not satisfied leads to feelings of doubt and shame (as opposed to feelings of autonomy or being in control) and lead to high conscientiousness or need for discipline and orderliness.
  • Tee hee – lets hope they find it funny :o)
  • Belonging needs:After physiological and safety needs are fulfilled, the third layer of human needs is social. This psychological aspect of Maslow’s hierarchy involves emotionally-based relationships in general, such as friendship, sexual intimacy and having a supportive and communicative family. If one finds failure in having such close relationships, one is bedeviled with such negative social emotions like guilt (vis a vis initiative) and has low extraversion values. In this section we can talk a little bit about peoples – they are seeking out to be part of a collective. So in essence this is one of the main reason people connect with brands as they have a strong need to be part of a group. At this stage I would ask the delegates which brands do they connect with as part of a family. This is one of the main drivers for social media sites such as Face book and twitter. However all brands offer this to potential customers as it is human nature for people to seek out others that share similar values and interests. In a modern commercial society people are going out to seek this needs through brands and what they can offer them in terms of feeding these needs. If it is a fashion brands then the people that endorse and religious buys and support that brands will fell part of a collective.
  • Self-esteem needs: All humans have a need to be respected, to have self-esteem, self-respect, and to respect others. People need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel accepted and self-valued, be it in a profession or hobby. This need if not satisfied leads to feelings of inferiority vis-a-vis feelings of industry. Feelings of inferiority in turn may lead to low agreeableness.When introducing this video you can talk about the negative impact that some brands can have on the esteem of some as they have created a false sense of image. May be good to find Brands that really feed this status need is brands such as Rolex, Ferrari, and Mont Blanc. They have created a level of status and in that have people aspire to what they have created as a sense of status achievement. However there are some brands that are also turning this need on it’s head and working to realign this sense of false image and work to promote a more health version of this need. Over the years the fashion industry has been responsibly for creating a false sense of self in young people – especially young women. It is this false sense of self that can be very destructive to the need for esteem – as it is not as easy to match what it portrays in the advert. One brand that I respect for taking on this challenge and realigning its product with a more achievable sense of reality. They have even gone as far as setting up their own Esteem Charity to bring alive their own sense of social responsibility and reputations. This is a great example of reaching out to your customers and giving them a sense of self esteem that is achievable. It is great that brands give us aspirations – however brands like people have to be very careful to not create an image that is to far out of the reach of people.
  • Cognitive needs:Maslow believed that humans have the need to increase their intelligence and thereby chase knowledge. Cognitive needs is the expression of the natural human need to learn, explore, discover and create to get a better understanding of the world around them.This growth need for self-actualization and learning, when not fulfilled leads to confusion and identity crisis. Also, this is directly related to need to explore or the openness to experience.
  • In psychology, gestaltism is often opposed to structuralism and Wundt. The phrase "The whole is greater than the sum of the parts" is often used when explaining Gestalt theory. unique contribution was to insist that the "Gestalt" is perceptually primary, defining the parts of which it was composed, rather than being a secondary quality that emerges from those parts, as von Ehrenfels's earlier Gestalt-Qualität had been.These laws took several forms, such as the grouping of similar, or proximate, objects together, within this global process. Although Gestalt has been criticized for being merely descriptive, it has formed the basis of much further research into the perception of patterns and objects ( Carlson et al. 2000), and of research into behavior, thinking, problem solving and psychopathology
  • Tell delegates that you are showing them two pictures and two titles of the pictures. Ask them to look at them and decide which title goes with which picture. Have them really look at them and explain why they choose that answer, What did you see in the picture that made you choose that title? The purpose of this brief exercise is to make the point that through the use of the Gestalt effect – some people just see the picture while other see them in the small parts that make up the whole. It is if they see them in pixels and see behind just the surface that they see. This is also the way that customers respond to brands. There will always be some customers that just see the logo as a trend and buy. While others ( the customers that you can turn into fans and advocates) see the logo as a stamp because they see all the values that sit behind the brand. They have bought into the promise, lifestyle and these values match their own self awareness and meaning. It is this connect that we hope to achieve – however it is also this type of customer that has higher expectations of the service and offering of the brand. Much of this connection will be pushed to the unconscious but if let down they will also be the first to be disappointed and even possibly flee the brand.
  • Aesthetic needs: Based on Maslow’s beliefs, it is stated in the hierarchy that humans need beautiful imagery or something new and aesthetically pleasing to continue up towards Self-Actualization. Humans need to refresh themselves in the presence and beauty of nature while carefully absorbing and observing their surroundings to extract the beauty that the world has to offer. This need is a higher level need to relate in a beautiful way with the environment and leads to the beautiful feeling of intimacy with nature and everything beautiful.Now that people have reached a sense of self esteem, the next one up is the need to be better, the need for quality, and to be set apart from the norms. One brand that has set itself apart in the food market in the UK is M&S. It has created its distinct brand that, for example, if you’re having a special dinner part, or planning a event that u want to be perceived as special or important, consumer tend to gravitate towards M&S. Remember that at the bottom of the pyramid food was listed as a physiological need which is true, we all need for in order to survive. However, M&S has moved its food brand to a heightened status passing through the previous levels such as: sense of belonging, status, and have set themselves apart by making food more appealing to one’s senses.
  • self-actualisation, employees and organisationsMaslow's work and ideas extend far beyond the Hierarchy of Needs. Maslow's concept of self-actualisation relates directly to the present day challenges and opportunities for employers and organisations - to provide real meaning, purpose and true personal development for their employees. For life - not just for work.Maslow saw these issues fifty years ago: the fact that employees have a basic human need and a right to strive for self-actualisation, just as much as the corporate directors and owners do.Increasingly, the successful organisations and employers will be those who genuinely care about, understand, encourage and enable their people's personal growth towards self-actualisation - way beyond traditional work-related training and development, and of course way beyond old-style X-Theory management autocracy, which still forms the basis of much organised employment today.The best modern employers and organisations are beginning to learn at last: that sustainable success is built on a serious and compassionate commitment to helping people identify, pursue and reach their own personal unique potential.When people grow as people, they automatically become more effective and valuable as employees. In fact virtually all personal growth, whether in a hobby, a special talent or interest, or a new experience, produces new skills, attributes, behaviours and wisdom that is directly transferable to any sort of job role.The best modern employers recognise this and as such offer development support to their staff in any direction whatsoever that the person seeks to grow and become more fulfilled
  • Self-actualization needs: Self-actualization is the instinctual need of humans to make the most of their abilities and to strive to be the best they can.This need when fulfilled leads to feeling of generativityMore and more brands have indentified the need for greater social responsibility and have reinforced this through their values and the way in which they portray themselves to their customers. As we’re now reaching the top of the pyramid, this show the power of brand and how they can influence both positive and negative behaviour, they can change the way we view society, each other, and even our own self. With greatness comes great responsibility and as society becomes more in tune with their own social responsibility and self-actualization brands must now better reflect the customer shift in behaviour and values.maslow's self-actualizing characteristicskeen sense of reality - aware of real situations - objective judgement, rather than subjectivesee problems in terms of challenges and situations requiring solutions, rather than see problems as personal complaints or excusesneed for privacy and comfortable being alonereliant on own experiences and judgement - independent - not reliant on culture and environment to form opinions and viewsnot susceptible to social pressures - non-conformistdemocratic, fair and non-discriminating - embracing and enjoying all cultures, races and individual stylessocially compassionate - possessing humanityaccepting others as they are and not trying to change peoplecomfortable with oneself - despite any unconventional tendenciesa few close intimate friends rather than many surface relationshipssense of humour directed at oneself or the human condition, rather than at the expense of othersspontaneous and natural - true to oneself, rather than being how others wantexcited and interested in everything, even ordinary thingscreative, inventive and originalseek peak experiences that leave a lasting impression
  • This commercial dates back to 1990 and shows
  • Self-transcendence needs: Maslow later divided the top of the triangle to add self-transcendence which is also sometimes referred to as spiritual needs. Spiritual Needs are a little different from other needs, accessible from many level. This need when fulfilled, leads to feelings of integrity and take things to another level of being.We can all hope in our lives to reach a level of transcendence which is the ultimate in connection to oneself. Once we’re connected personally to our self and have a better understanding of who we are as individuals we have a sense of security in ourselves, we’re happy with who’ve become and the sense of security in who’ve become. According to Maslow, once we’ve reached this divine state we have achieved a sense of true connection with who we are. Looking at this in relation to brand this shows the importance of what at Bridge call “Living Brands.” Living Brands are your employees who have a true and honest connection to the values of the business, they feel a sense of belonging and affinity within the organization and it’s with this strong bond to share the values that they represent the organization in a very different way.It’s creating a brand that employees see as an extension of their belief and values system. Therefore, if they’re fans of the brand share that experience with the customer.
  • The next slide is the David Carol video – It is to show the power that one unhappy customer could have on the brand and the role that each and every employee has in delivering that brand. The story behind this video is that he received such poor and uncaring service from United Airlines that he felt compelled to address his complaint this way. This was posted on You tube and in one year received
  • Now lets look at what makes a Living Brand Champion and to do this we will use the 7 core functions of Emotional intelligence. Give some background to E I and discuss the right brain and how each of these areas can be learned. For this workshop – this section will need to be speed up as time is very tight and it is not their main focus.
  • Ask delegates to answer the question and discuss with them. It is both as some people have natural abilities that allow them to be more emotionally intelligent and with other skills in this area we can learn from them. Look to your mentors and see the actions that they put in place and then follow their lead.
  • This is what we at Bridge call our road map in creating a living brand personality. We will walk through each of the seven areas of emotional intelligence and the road map that makes great living brands. For the purpose of this section you will need to assume the role of soon to be living brands.
  • Ask the big question – how self aware are you. Has someone ever told you that you behaved or reacted in a particular way that you
  • If I was to ask your best friends / spouse to list out all your great qualities what would be the top three. Now lets not get a big head as I am just about to ask them to list out three negative behaviour patterns that they may have experienced. Are you the same person at home as you are at work? As a manager do you have one personality or more than one? These are all questions that we need to begin to explore in our conscious state. We often walk around with blinders on and only see the world through our eyes.
  • So how can you become more self aware? discuss
  • Add in the performer connector thinker drive from BLK
  • Discuss – but do not try to read slide.
  • Once again refer to the conscious and unconscious mind a discuss how we need to be more in the now in order to make better decisions. It is as if our brains is filled with billions of filling cabinets – some filled with what we call reality and others with what we call perception. The brain does not know the difference. Hence when you offer your brain more possible options – roll play – scenario modelling it will simply have more choices to grab from when it needs to make a decision fast.
  • Put in book for delegates to fill in
  • Put in book for delegates to fill in
  • Identify the cause of your stress. Is your heart pounding because that idiot just cut you off on the freeway, or is it because of that presentation you have to give to your boss this afternoon? Think for a moment and try to figure out what’s really bothering you. Choose your response. Even if you’re powerless to change the source of your stress, you have the power to choose how you’ll respond to it. The appropriate response to stress should depend on what’s causing it: you can either shake off your stress (ignore it and let it go immediately) or face it head-on. In order to choose your response, ask yourself some questions. Does it matter? Yeah, it’s all small stuff, but some stuff is smaller than others. Consider how long the source of stress will affect you. That idiot driver will be gone in a moment if you just let him keep speeding down the road, but the death of a loved one may affect you for years. How much control do you have over the situation? You can’t control the rain that’s ruining your wedding, but you can control how well you do on your algebra exam tomorrow. Is the source of stress in the past, present, or future? You can’t change the past, but you can respond to the present and prepare for the future. Let your past troubles fade. Be mindful of and focus on the important things in your life. Your life is precious, so let not the extraneous things interfere with more important things in your life. Shake it all off. If a situation is beyond your control, or if it just isn’t that important, stop worrying about it. Easier said than done? Just do it. Inhale deeply through your nose. In your mind, count to five seconds, and then exhale slowly through your mouth, for another five seconds. Repeat this breathing pattern until you feel comfortable with it. Think about something else. Get your mind off the stress by thinking about something that makes you happy, such as your kids or spouse (provided they’re not the cause of the current stress), or by concentrating on the things you have planned for the day. Visualize relaxing things, such as a deserted island or a country road. Close your eyes and try to picture even minor details about the imaginary place, and you can put yourself in that situation instead of the one you’re in. Get away from the cause of the stress. If you can physically escape the stress trigger, do so. Leave the room or pull off the road for a moment to put things in perspective. Get some exercise. Whether you go for a run, do calisthenics, do yoga, or lift weights, 10-20 minutes of physical exercise every day can relax you even when "nothing can".  Face your stress source head-on when you're ready. Getting stressed is not going to resolve the situation. Sitting around worrying is a good way to procrastinate, but procrastinating will only prolong or intensify the stress. Facing your stress head-on is really just a way to shake off a bad situation that you cannot or should not ignore. If you can change the outcome of a situation that matters to you, the quickest way to overcome that fear or to empower yourself is to take action as quickly as possible. Once you’ve resolved the underlying problem, you can shake off the stress because it no longer matters. The steps below will help you. If you feel paralyzed, use the steps above to relax and temporarily distance yourself from the situation just long enough to be able to see it clearly. Make a plan. Sometimes you can resolve a stressful situation right away with one action, but often you’ll need several steps, perhaps over a long period. Write out a plan with attainable goals and a time line for reaching those goals. Additionally, many stressful situations are avoidable. If you prepare ahead of time for important events and make contingency plans, you may not have to cope with as much stress later. An ounce of prevention is worth a pound of cure. 6Be realistic. If you continue to experience stress because no matter how hard you try you can’t take the steps quickly enough, you probably haven’t set realistic goals. In a culture that values a can-do attitude, it can be hard to accept that sometimes you can’t do something, at least not within a given period of time. If that’s the case, revise your time line or lower your expectations. If you can’t do that, the situation qualifies as one which you can’t control. Learn from your experience, but let it go. Take one step at a time. A complex problem can be overwhelming, even when you’ve got your plan mapped out, but remember: the journey of a thousand miles begins with one step. Just focus on one small goal at a time7
  • Recap
  • Have them come up with one thing that consider to be one of their greatest strenght. Have them tell the group their strengths confidence verses Arrogance
  • Recap
  • This new section is now about the actions that they must begin to take to ensure that that proper marketing information is being channelled out to the employee population. It is this information flow that will make up the basis of your Brand2life programme
  • So to bring the information flow alive I have choose the same seven areas that used to build a living brand. Except this time we will use them in a slightly different way. This time your challenge is to increase each of these areas – with respect to the information that you send out.
  • Always highlight the goal and then discuss.
  • We interviewing staff at one of our clients – prior to kicking of a brand2life programme these were some of the comments that employees had in relation to the way they felt about the way marketing communicates with them. If we are igniting these kinds of emotions then we will have less success. Hence this is were your self awareness is required as you need to communicate in a way that they want to receive it.
  • Ask them if they profile their customers... Then do they their employees?
  • This can interlink with the profiling section
  • This is two sided – your motivation to keep on path – and employee motivation to ensure that you get them involved
  • At Bridge, one of the things we stand for is turning words into actions. So it’s really looking at those words that your website or brochure is saying, and turn that in to deliverable actions through your frontline, so really delivering that ‘highest standard’ promise. At Bridge, these are the words we live by, and everything we do, we want those words to be in our delegates’ mind.
  • In this first triangle we see the business tiers – in a moment we will look at this through what each of these tiers do
  • remove
  • remove
  • Now you
  • Now you can see we have replaced the departments with what they do.. As this is were you have influence to assist these departments become more brand aware and on the road to living brands
  • This is what all business are attempting to achieve
  • Go through each sections of influencers
  • Dale and Helio JointExercise: Build me your ideal living Brand champion. Give them a look, a name an age a personality, a role within the business and further more behaviours and actions that indicate that they are a Living Brand Champion
  • When asked what culture is to another client this was some of the responses that they gave use. How do you define culture
  • Something around communication
  • Talking about employee advocacy with the brand and how they engage with it is talking about the intrinsic forces that stimulate, orient, and drive their behaviour. It’s by understanding these forces that we’re going to be able to create a confortable, reliable, and more productive environment so that our frontline team can be at their best. What are the factors that motivate people nowadays? Are they internal or external?Let’s reflect on this simple example: Imagine it’s 1995. You sit down with an accomplished economist and you tell her: I’ve got a crystal ball that can forecast the future. I’d like to test your forecasting powers. I’m going to describe two new encyclopaedias, one just out, the other to be launched in a few years. You have to predict which one will be more successful in 2010. The first encyclopaedia comes from Microsoft. Microsoft is already a large and profitable company. They will fund this encyclopaedia. They will pay professionals writers and editors to craft articles on thousands of topics. Well-compensated managers will oversee the project to ensure it’s completed on budget and on time. The second encyclopaedia won’t come from a company. It will be created by tens of thousands of people who write and edit articles for fun. They won’t need any special qualifications to participate. And nobody will be paid a penny to write or edit the articles. Participants will have to contribute their labour for free. The encyclopaedia itself will only be online and nobody will pay a penny to use it. Which encyclopaedia will be more successful in fifteen years’ time?
  • First case study – children in intrisic motivation - page 38 blood don(short explanation of the case studies still leaving the question “What motivates people in a value-based culture?” in the air) (No extended explanation on the findings of the studies as they will be discussed on the next slides)
  • Task – Google: 20% of their time on a project of their choiceTime – Billable hour: set time to do something. Increases or decreases productivity?Controlled Technique – Increases how fast they work? Encourages mechanical thinkingTeam – Who is the second or third child in the family?Recruiting team members, HR’sresposibility or the team itself?“Encouraging autonomy doesn’t mean discouraging accountability”
  • Control leads to compliance. Autonomy leads to engagement – personal fulfilment
  • Commitment to long-term goals – ArmyWhat makes something be special for you?
  • Autotelic work – happens in a momentMastery – happens over time
  • One great example of a team with purpose is one of our charity clients – Cancer Research UK. We did a culture and customer service programme with this organisation. The team was very connected to the cause of the charity and our goal was to align this sense of purpose to the service and culture of the business. I will hand you back to Dale who will tell you a little more in the about Cancer Research in the Consistency section of Culture.
  • Create a clear ideology. Why does the organization exist? This is more than making money. It is the contribution the organization makes to its customers, employees and stakeholders as well as the values by which people live that transform a normal workplace to one that inspires people to be their best.Define your culture. Although this flows from your core ideology, its critical to think through the attitudes and habits you desire to see manifested daily. What can you do to instil and reinforce these?Set the example. The organization mirrors the attitudes, beliefs and habits of those at the top. It’s not what we say but what we do. Senior managers need systems in place to give them feedback and insight about how well they are doing in modelling their espoused values.Create forums where people can talk.  You gain buy-in by talking to people about values. This is more than announcing them. It's two way dialogue that “unfreezes” old habits and begins to move people towards new onesLook at your design.  The processes, structure and systems of the company need to reinforce the culture you want to create. You can’t claim to value collaboration and set people up to compete. Or, care about the customer and organize around functional silos. Does your design support the culture you wan to create?Tell stories. People love good stories. You should regularly share examples and the positive consequences of people living the company’s values. Not only do they remind us of what is important. They inspire us to be better.Reinforce It.  Build your recognition system around your values. Include them as part of your performance appraisal process. Coach those who don’t match the desired culture.
  • Dale and Helio JointExercise: Build me your ideal living Brand champion. Give them a look, a name an age a personality, a role within the business and further more behaviours and actions that indicate that they are a Living Brand Champion
  • Break into two groups give shopping list of things that they could do to create a value based culture in their teams – complete with cost of item. Each group can then develop their actions over the next 6 months ... Have list equal about 50K but give them 20k to spend.Once each group has agreed their plan – bring the two groups together and have them join plans and agree one. Maybe give them an extra 5K to spend. You are looking at their behaviours and how the collectively work as a group and also their outcome
  • Turning Marketing Words into a Branded People Experience

    1. 1. Turning Marketing Words into a
    2. 2. BRIDGETRAINING Areas of expertise: • Contact Centre • Customer Service • Sales • Brand Delivery • Leadership and Development • Motivation and Presentation • Behavioral Science
    3. 3. BRIDGEEVETNS
    4. 4. BRIDGEBALANCE
    5. 5. WHAT IS BRAND?
    6. 6. A brand is the identity of a specific product, service, or business. A brand can take many forms, including a name, sign, symbol, color combination or slogan. WHAT IS BRAND?
    7. 7. “Nothing seems more obvious to me that a product or service only becomes a brand when it is imbued with profound values that translate into fact and feeling that employees can project and customers can embrace.” Sir Richard Branson WHAT IS BRAND?
    8. 8. “Vision is perhaps our greatest strength... It has kept us alive to the power and continuity of thought through the centuries, it makes us peer into the future and lends shape to the unknown.” Li Ka Shing THE POWER BEHIND BRANDS
    9. 9. METHODOLOGY
    10. 10. BRIDGE BRAND2LIFE
    11. 11. THE LIVING BRAND®MATRIX
    12. 12. INSIDE THE MINDS OF LEADERS Building your Leadership Brand
    13. 13. WHAT ARE YOUR BRAND VALUES?
    14. 14. THE LEADERS BRAND • Purpose • Energy • Structure • Change Orientation • Individual Presence • Enablement • Consideration • Warmth
    15. 15. WHAT IS YOUR LEADERSHIP CATCHPHRASE? What is your Leadership Catchphrase? ‘’ Not a One Trick Pony Not 10 Trick Pony I am a Field Full of Ponies’’ ‘’Everything I touch Turns to...SOLD’’ ‘’Big Fish in a Small Pond’’
    16. 16. BRAND ALIVE PROJECT PART 1 Within your group, come up with an agreed fictional company. Give it a name, what this company does, size of operation, a mission statement and 5 brand value words that will give your company direction. In short, come up with as much information about this company that you think will be useful if taking this company to the market.
    17. 17. WHAT IS…? Marketing researchers typically have two objectives One: To determine what segments or subgroups exist in the overall population; Two: To create a clear and complete picture of the characteristics of a typical member of each of these segments.
    18. 18. TOP TIPS – EMOTIONAL PROFILING Be Realistic: Evaluate your customers as objectively as possible. Be Specific: Make sure your customer research is clear. Be Honest: Never overstate your brand value. Be Clear: Ask direct questions about how people respond to your brand. Be Constructive: Look at various situation with a fresh, emotive and objective view.
    19. 19. INSIDE THE MIND OF THE CUSTOMER Why do customers buy Brands? The Emotional Drivers of Brands
    20. 20. Self-actualisation Personal growth and fulfilment Esteem needs Achievement, status, responsibility, reputation Belongingness and Love needs Family, affection, relationships, work group, etc. Safety needs Protection, security, order, law, limits, stability, etc. Biological and Physiological needs Basic live needs – air, food, drink, shelter, warmth, sex, sleep, etc. Maslow's Hierarchy of Needs
    21. 21. Interpreting Behaviour According to Maslow's Hierarchy of Needs • Biological - health, fitness, energising mind and body, etc • Safety - order and structure needs met for example by some heavily organised, structural activity • Belongingness - team sport, club 'family' and relationships • Esteem - competition, achievement, recognition • Self-Actualization drivers - challenge, new experiences, love of art, nature, etc
    22. 22. Transcendence Helping others to self-actualise Self-actualisation Personal growth, self-fulfilment Aesthetic needs Beauty, balance, form, etc. Cognitive needs Knowledge, meaning, self-awareness Esteem needs Achievement, status, responsibility, reputation Adapted 8 Level Hierarchy of Needs based on Maslow’s Theory Belongingness and Love needs Family, affection, relationships, work group, etc. Safety needs Protection, security, order, law, limits, stability, etc. Biological and Physiological needs Basic live needs – air, food, drink, shelter, warmth, sex, sleep, etc.
    23. 23. IS ECONOMICS THE STUDY OF MONEY OR THE STUDY OF BEHAVIOUR? Interesting to note that during this last recession well established, high end and luxury brands did much better than originally forecasted. In such turbulent markets people gravitate toward safety and security. Safety needs Protection, security, order, law, limits, stability, etc. Biological and Physiological needs Basic live needs – air, food, drink, shelter, warmth, sex, sleep, etc.
    24. 24. I HAVE TO HAVE IT !!!
    25. 25. Belongingness and Love needs Family, affection, relationships, work group, etc. THE DESIRE TO BE PART OF A FAMILY This is considered to be one of the main driving forces behind brand, the unconscious and somewhat non-logical relationship that people have with their chosen brand. The brand identity allows us to identify others that are similar to us and join them.
    26. 26. Esteem needs Achievement, status, responsibility, reputation THE WORLD IS CHANGING WITH SYMBOLIC CONSUMPTION With media, live and on the edge of war, famine, natural disasters, with global warming showing the harm that people are doing to the planet, with recycling, social responsibility and sustainability all active in the role of brands, consumers are more aware and critical of a brand movement and social responsibility. As the view of what is expectable changes so will consumers response to their connections to brands.
    27. 27. CHANGING THE FACE OF AN INDUSTRY
    28. 28. Cognitive needs Knowledge, meaning, self-awareness TELL ME EVERYTHING I NEED TO KNOW OR JUST TELL ME YOUR NAME AND I WILL DO THE REST Brands guide people through the vast number of competitive products and assist individuals to reach faster, more simple, and personally connected choices when purchasing. They do not need to know all the logistics of the product as the brain has already connected through neuronal association all that is required to meet the other needs discussed.
    29. 29. THE GESTALT EFFECT What brand do you really respond to and have high affinity with? WHY??
    30. 30. THE GESTALT EFFECT “The whole is greater than the sum of the parts”
    31. 31. IS THIS TWO FACES OR A VASE?
    32. 32. BEST LAID PLANS AND RESOLVED?
    33. 33. Aesthetic needs Beauty, balance, form, etc. BRANDS EXCITE US When mastered, brands can attach themselves to pleasure receptors and live very happily there for sometime. ‘I think this commercial speaks for its self.. Let see and hear and mmm taste.’
    34. 34. NOW THAT IS SPECIAL
    35. 35. Self-actualisation Personal growth, self-fulfilment BE ALL THAT YOU CAN BE Brands allow people to dream, they allow us to be part of a world that they may not have access to everyday. They can also inspire us, drive us and show us a path to self actualisation by offering us mentors and aspirations. Implicit within the images and the lifestyle that brands portray, they involve a value system that is packaged for consumption.
    36. 36. REACHING NEW HEIGHTS
    37. 37. Transcendence Helping others to self-actualise FROM EMPLOYEE TO LIVING BRAND ADVOCATE We have now reached the ultimate in Brand Power and this true affinity and connection to the brand values allows us to stand beside the brand. We can now represent it through passion, belief and the desire to see others have their required needs meet through it’s brand promise.
    38. 38. BRAND ALIVE PROJECT PART 2 Return to your groups and begin to build your customer profile. What is the main demographics of your customers and why did they buy into your organisation or products. This information will be very important later as you will require this information as part of your Brand Management Strategy. Ask the right questions and get the right data Knowledge is Power !!!
    39. 39. Are Living Brand® Leaders Born or are they Made?
    40. 40. SELF-AWARENESS DO YOU SEE YOURSELF AS OTHERS SEE YOU?
    41. 41. WHAT IS…? Self-awareness describes the condition of being aware of one's awareness. It is having the ability to realistically see yourself as others see you and notice the impact that your actions and behaviours have upon interactions and situations.
    42. 42. TOP TIPS • Reflecting on your intentions and your actions • Being aware of your own emotions and how to channel them • Understand what we do and how we might do it differently • Practice of yoga, meditation and self scenario role-plays • Keep a journal and write out your values and what is important to you • Accept feedback from others with an open mind and as an opportunity to grow Remember: When we know what our values are, then it is much easier to chart a path in life and business that adds to our personal growth and happiness.
    43. 43. » Brand aware » Entertaining » Vocal brilliance » Chatty » Bold/Direct » Assertive
    44. 44. » Genuine empathy » Going the extra mile for the customers » First time resolution » Emotionally intelligent » Great at handling complaints » Excellent relationship builders » Considerate
    45. 45. » Great problem-solvers » Structured conversation control » Solutions focused » Efficient » No messing approach » No panic approach to complex situations
    46. 46. » Strong » Decisive » Results-oriented » Forthright in stating their opinion / making requests » Not afraid to take a decision » Highly self-critical
    47. 47. “Imagination is everything. It is the preview of life’s coming attractions.” Albert Einstein once said,
    48. 48. WHAT IS…? A form of evidence that is often referred to as a gut feeling or a hunch. It differs from common sense, which relies on someone‟s philosophy or personal perspective, rather a strong feeling about the correct decision path. Intuition can be seen as a very holistic decision making approach as it tries to consider and integrate information from all the senses. Intuition is the ability to process information, both internal and external, that allows you to make great decisions.
    49. 49. TOP TIPS • Ask more questions • Pay attention to what catches your eye or ear • Meditate on information • Look at various other possible scenarios • Listen to your body • Honour your way of perceiving
    50. 50. EMOTIONAL MANAGEMENT Can you manage your emotions?
    51. 51. WHAT IS…? The notion of emotional management refers to the fact that emotion is not just a matter of automatic emotional response, but is co- constructed through our attempts to feel and express emotions that are appropriate in connection with specific situations. It is having the ability to remain calm and clear in our response during heighten levels of external emotional stimuli.
    52. 52. STAYING ON THE NEUTRAL ZONE
    53. 53. WHAT PUSHES YOUR BUTTONS? People’sEmotion Your Reaction
    54. 54. WHAT PUSHES YOUR BUTTONS? Work Stressor Your Reaction
    55. 55. TOP TIPS • Identify the cause of your stress earlier by knowing the individual character types and how they affect you • Choose your response carefully • Shake it all off and breath • Face your stress source head-on when you're ready • Make a plan and be realistic • Take one step at a time (bit size chunks)
    56. 56. BREATH Creating a Powerful Person from within
    57. 57. Self-Regulation and Growth Stunters Celebrity Ego Fear Bullied into submission Ignoring truth Laziness Inter inertia The way you behave affects… The impact you have on people, which affects… The way they feel about you, and themselves, which affects… The impact they have on you and how they behave towards you, which affects… The way you feel about them, and yourself, which affects… The future building of the relationship
    58. 58. GROWTH STUNTERS • Celebrity Ego - Everyone knows someone with a „big‟ ego! Egotism holds us back from learning about ourselves. Leaders sometimes feel that they must be great at everything and so develop an ego and block learning and development • Fear - Fear stunts growth. We need to be able to challenge our negative beliefs and believe we can – it can become a negative cycle of belief • Bullied in to submission - This is when we are robbed of confidence because someone else has a bigger ego • Laziness - Seeks the easy way. Growth is not easy, it requires introspection and reflection and then change. Lazy life is easy but stagnant • Inner inertia - Trying to change but getting stuck half way • Ignoring the truth - We find a reason to dismiss what we know to be true before we have to deal with it
    59. 59. WHAT IS…? The Elasticity of your Personality • Dealing with different individuals • Building internal relationships • Strong brand representation • Driving employee advocacy • Having a relaxed and confident approach to your role What are your strengths?
    60. 60. TOP TIPS • Make yourself approachable • Ensure that you are living the brand values • Take into consideration your presentation skills and styles • Be more active in the company • Build an internal network that allows you to develop new strengths
    61. 61. TIME TO BLOW YOUR OWN TRUMPET Individually come up with your core strengths that you believe to be your greatest assets. Then collectively share these strengths amongst your group in order to secure a strong leadership team that will take your business forward.
    62. 62. WHAT IS…? Empathy is the capacity to recognize and, to some extent, share feelings (such as sadness or happiness) that are being experienced by another person. Not to be confused with sympathy as empathy is then to apply an appropriate action that allows that individual to move forward.
    63. 63. TOP TIPS • Give someone your full attention both in mind and body language • Actively listen and not just with the intent to respond • Choose your words carefully • Take the time to really put yourself in their shoes • Offer guidance on the most appropriate action to move forward
    64. 64. DANIEL GOLDMAN EMPATHY
    65. 65. WHAT IS…? Self-motivation is the ability to motivate oneself, to find a reason and the necessary strength to do something, without the need of being influenced to do so by another person. Working in a careful and consistent manner without giving up.
    66. 66. MOTIVATION – ON THE MOVE
    67. 67. Self Motivation What are your goals?
    68. 68. TOP TIPS • Think about the achievements in your life • Examine your strengths to understand what you can build on • Determine what other people see as your strengths and key capabilities • Set achievable goals for yourself, work to achieve them, and enjoy that achievement • Seek out mentors and other people who model the competencies, skills, and attributes you desire
    69. 69. LIVING BRAND FOCUS "Your life today is the result of your attitudes and choices in the past. Your life tomorrow will be the result of your attitudes and the choices you make today."
    70. 70. PROUD TO BE AT ASDA
    71. 71. BRAND ALIVE PROJECT PART 3 It is now time to recruit a new team of front line Customer Service and Sales employees for your company. It is your task to brief the recruitment department on your dream Living Brand employees and their projected personality. Using your mission statement and 5 value words come up with a short brief on the actions and qualities that you would expect from them in order to bring alive the values of your business.
    72. 72. INFORMATION FLOW
    73. 73. It is not so much about the words you use, as much as defining the applied action that is required.
    74. 74. SELF AWARENESS Goal: To have employees see behind the brand • Simply give more brand information to employees • Explain it in a language they can understand • Answer the „?‟: What does it mean to me? • Let them see it through the customers eyes • Market perception of the brand and business
    75. 75. INTUITION Goal: To have employees move with the Brand • Give them more options to explore the brand • Give ample opportunity for questions • Give them the opportunity to learn this information through a medium that works for them • Allow them the time to absorb and follow up
    76. 76. EMOTIONAL MANAGEMENT Goal: Have employees respond positively to brand information • Frustration • Bored • Tired • Complacent • Stressed • Upset • Angry » Information way too confusing » Material does not excite me » I have heard all this before » This does not really apply to me » Piling more irrelevant information on me » Are you telling me I don’t offer a branded service? » Don’t tell me what to do
    77. 77. PROFILING – INFORMATION FLOW Goal: To get it to the right people in the most appropriate medium • Enquire on various knowledge requirements • Survey both individual employees and departments • Host focus group workshops on brand clarification • Segment the employee population on brand delivery • Increase your reach by creating a team of brand coaches and champions
    78. 78. SOCIAL SKILLS Goal: To meet the employee population on their turf • Target where employee segments network • Utilise social networking, intranet and various communication tools • Be visible in internal meetings and signage • Promote internal and departmental brand workshops • Never forget all your powers of marketing and sponsorship
    79. 79. EMPATHY Goal: To put the brand in the employees shoes • Listen and respond accordingly to all your research • Use feedback and adapt it into future strategy • Take into consideration different learning styles and character types • Be truly passionate about the brand and lead by example Remember: ‘If you care so may I - however, if you don’t, nor will I’
    80. 80. MOTIVATION Goal: To stay on course and meet your Brand Alive objectives • Do not try to change the world overnight • Have a clear and manageable delivery plan • Set out a detailed action plan and be prepared to change when needed • Celebrate your success – when you start to see the benefits come alive, share them with the business • In this case it is not about who wins the race, but who participates
    81. 81. ‘It is not so much about the words you use as much as defining the applied action that is required.’ However, that is not to say you should just pick any words as your company values. It must first represent your companies desired personality and the direction that the brand will take.
    82. 82. METHODOLOGY
    83. 83. BRIDGE BRAND2LIFE
    84. 84. BRIDGE BRAND2LIFE
    85. 85. WHAT IS PROJECTED PERSONALITY?
    86. 86. BRING TO LIFE YOUR PROJECTED PERSONALITY
    87. 87. BRAND2LIFE CAMPAIGN
    88. 88. BRAND2LIFE CAMPAIGN
    89. 89. BRAND2LIFE CAMPAIGN
    90. 90. BRAND2LIFE CAMPAIGN
    91. 91. MEDIUMS OF ENGAGEMENT • Videos • Posters • Give-aways • Intranet • Events • Briefings • Social Media
    92. 92. THE NOW EMPLOYEE DRIVING FORCE • Be the voice of the values • Internal communication and the leaders messages • Intranet • Blogs • Success Stories • Internal branding and environment
    93. 93. BRAND ALIVE PROJECT PART 4 As mentioned, over the years your company employees seem to have lost touch with the mission and values that you put in place as your roadmap for the business. Your group is now the senior brand leadership team that has been given the task to launch a new culture programme into the business. This Brand2Life programme will need to ignite the passion for the brand that your people had in the beginning. Put in place a strategy plan to ensure that all parts of the organisation are reconnected to the brand.
    94. 94. BRIDGE BRAND2LIFE
    95. 95. Ask yourself the question: What part do I play and where do I have influence in the Brand2Life programme?
    96. 96. RISING TO THE CHALLENGE Bridge Rings of Power
    97. 97. HOW CAN BRAND CHAMPIONS INFLUENCE?
    98. 98. BRIDGE BRAND2LIFE
    99. 99. Recruitment Induction Continuous Development and Training Ongoing Agent Quality Assessment
    100. 100. GOAL: BRIDGE BRAND2LIFE UTOPIA Often find them on the shop floor, listening to the employees and taking on board suggestions. Lives and breathes the brand and is exemplar in its delivery, both internally and externally. Always have enough time to pass over the positive messages of the business. Know its direction and, stand-up-for and protect the brand. Live and breathe the values of the business and always give customers a WOW service that makes them happy. We only get the best people, who love our business and want to be part of the success of the team and company.
    101. 101. Once I start to look at a Brand2Life programme in this breakdown, I can better visualise the challenges and best actions required to achieve success. This is not to say that there is not a cross over and the lines are simply that clear. The flow must travel seamless between the various tiers.
    102. 102. Your influence: • Advert for employment (on-brand) • Core value messages presented to candidates • Does this tier promote positive statements about brand? • Interviewing and those moments of brand connectivity • Recruit new employees on values • Psychometric testing and role based behaviours • Does the candidate reflect the personality of the brand? • Also remember: we are not looking for clones, as there are many corners of the brand
    103. 103. Survey results from previous Brand Audit on Induction Top negative responses: • Uninspiring • Too long and boring • Told me stuff I already knew – that is why they hired me? • Disjointed and not sure they know what they are doing • Brand – covered history of the business, not brand • Marketing did not play a role
    104. 104. Your influence: • Ensure the induction represents the brand values • Gives enough time to explore it and its future (not just the past) • Allows employees to meet Brand Champions • Hear success stories that embrace the company values • Put in place an action plan that turns those marketing words into deliverable role specific actions • Get their brand buy-in here and now
    105. 105. Your influence: • Ensure that brand is represented, and represented well • Ensure that brand delivery is included on relevant courses and brand positioning is correct • Set up your own Living Brand Workshop series • Remember: look, sound and feel needs to come alive • Turn those marketing words into living brand actions
    106. 106. Your influence: • Test their current love of the brand. Are they fans? • Look at their knowledge of the brand, preferred mediums of delivery • Ask the question: “How can marketing better support you in delivering an on-brand service or feel closer to the business?”
    107. 107. Mediums • In classroom training o More relevant information o On-going development • Intranet and social media o Show / explain commercials and promotions o Educate them on things they do not know about marketing principals and brand execution
    108. 108. Some of the Living Brand kill factors: • The individual has been around for a while and this may not be their first change management programme • Many demands of their time, and hence may not see the relevance • Lack of support and skills to do the job • They do not get realistic feedback from staff or the business • They do not see the brand as relevant as they know the job and company • Work in silos and hence this is marketing’s job • Have a view that differs from marketing and customer perception • Shop floor experience, not marketing tower lingo
    109. 109. Overcome the barriers: • Put in place a clear action plan with timed deliverables • Run specific brand workshops for this population that includes coaching • Make it relevant to them and be considerate of time • Give them a simple and easy to use tool on how they can increase Living Brand awareness to the people • Have them collect and share “moments of truth” • Assist them to assist you reach your goals • When managed correctly, this population are mostly brand fans - they have just been let down or over worked
    110. 110. They must: • Be charismatic and a face of the business • Have enthusiasm to drive and to succeed • Have true belief in the brand • Desire to make a difference • Credibility through the business and respect of general population • Have an understanding of brand and the objectives of the Brand2Life programme • Be a leader that involves others and exemplifies the values of the brand
    111. 111. BRIDGE BRAND2LIFE
    112. 112. Now that you have created your umbrella Brand2Life campaign it is your job to come up with ideas for each of the areas of the business that you have influence in. Create a series of brand tool kits that the various tiers of your organisation can use to bring the brand‟s values back to life through your employees. This kit will have your ideas and suggestions on how they can use your brand expertise and fresh approach to turning value words into brand actions within their area. Brand Alive Project PART 5
    113. 113. METHODOLOGY
    114. 114. Level one Connection Alignment to purpose / Brand Me = Brand Value
    115. 115. KEEPING IT ALIVE What is a Living Brand Culture?
    116. 116. Team unity KEEPING IT ALIVE Who we are Our way of doing business People living the values Corporate identity What makes our company unique
    117. 117. LIVING BRAND CULTURE “You cannot be special, distinctive, and compelling in the marketplace unless you create something special, distinctive, and compelling in the workplace.” Brand is Culture and Culture is Brand.
    118. 118. Edgar Schein Organisational Culture & Leadership “Culture can be analysed as a phenomenon that surrounds us at all times, being constantly enacted and created by our interactions with others. The dynamic processes of culture creation and management are the essence of leadership and make one realise that leadership & culture are 2 sides of the same coin.”
    119. 119. WHAT IS A LIVING BRAND CULTURE? Brand Culture How we do things around here “A company's culture and its company brand are really just two sides of the same coin. The brand may lag the culture at first, but eventually it will catch up” Tony Hseih, Zappos.com
    120. 120. Business Strategy Corporate Business Plan Divisional Plans Individual Goals / Objectives Vision Values Behaviours Results SYSTEM AND CULTURE OF LEADERSHIP Systems Culture
    121. 121. CULTURE… Survival-based culture Value-based culture Team-work & loyalty based on: Agreement /disagreement Alignment of purpose Workforce driven by: „Control‟ and „approval‟ strategies Embodying values / personal satisfaction Resulting in individuals: Desperate to get it right (or not get it wrong) Wanting to make a contribution Underlying culture: It can‟t be done (or only within reason) It can be done
    122. 122. Zapposmakes the news
    123. 123. Level two Commitment Belief in the Brand
    124. 124. WHAT MOTIVATES EMPLOYEES IN A VALUE BASED CULTURE?
    125. 125. MOTIVATION THROUGH HISTORY Motivation 2.0 Reward or Punishment Simple, straight-forward tasks that involve mechanical skills Motivation 3.0 Self-actualization, fulfilment Creative thinking, rudimentary cognitive skills
    126. 126. THE DRIVING FORCE BEHIND A VALUE BASED CULTURE
    127. 127. AUTONOMY
    128. 128. THE FOUR ESSENTIALS TO AUTONOMY • Task • Time • Technique • Team » What people do » When people do » How they do it » Whom they do it with
    129. 129. THE FOUR ESSENTIALS TO AUTONOMY • Time » Google: 20% of staff time in a project of their choice. Results: Gmail, Google News, Google Sky, Orkut, Google Translate, etc • Task » Set time to work: increases productivity or compliance?
    130. 130. • Techniqu e • Team » Controlled technique: improves performance or encourages mechanical thinking? » Recruitment:HR’s responsibility or the team itself? THE FOUR ESSENTIALS TO AUTONOMY
    131. 131. MASTERY
    132. 132. MASTERY THE NEED TO SELF-ACTUALIZE Control Compliance Physical survival Autonomy Engagement Fulfilment “Engagement leads to the desire to get better and better.”
    133. 133. TWO LAWS OF MASTERY MASTERY IS A MIND-SET “Happiness comes from the cultivation of happy thoughts” “What people believe shapes what people achieve” Your Holiness the Dalai Lama
    134. 134. TWO LAWS OF MASTERY MASTERY IS A PAIN - COMMITMENT TO LONG-TERM GOALS “Effort is one of the things that gives meaning to life. Effort means you care about something, that something is important to you and you are willing to work for it.”
    135. 135. Level three Consistency Keep it Alive! Employee Advocacy
    136. 136. PURPOSE BRING YOUR BRAND TO LIFE!!!
    137. 137. BRAND PASSION
    138. 138. The world's leading charity dedicated to beating cancer through research.
    139. 139. Zappos Core Values Come Alive
    140. 140. “As we started to grow, we asked ourselves, how can we sustain this culture? How can we remember it while simultaneously inspiring ourselves for the next year? Our answer was the culture book. It's packed with each employee's idea about our culture, as well as photos, our core values and more.”
    141. 141. FITNESS FIRST WAKE UP CALL
    142. 142. CULTURE SHAPING INITIATIVES • Create a clear ideology. This is the contribution the organisation makes to its customers, employees and stakeholders. • Define your culture. Although this flows from your core ideology, it‟s critical to think through the attitudes and habits you desire to see manifested daily. • Set the example. The organisation mirrors the attitudes, beliefs and habits of those at the top. Senior managers need systems in place to give them feedback and insight about how well they are doing in modelling the values. • Create forums where people can talk. You gain buy-in by talking to people about values. This is more than announcing them. It is a two way dialogue that “unfreezes” old habits and begins to move people towards new ones.
    143. 143. • Look at your design. The processes, structure and systems of the company need to reinforce the culture you want to create. You can‟t claim to value collaboration and set people up to compete. Or, care about the customer and organise around functional silos. Does your design support the culture you want to create? • Tell stories. People love good stories. You should regularly share examples and the positive consequences of people living the company‟s values. Not only do they remind us of what is important. They inspire us to be better. • Reinforce It. Build your recognition system around your values. Include them as part of your performance appraisal process. Coach those who don‟t match the desired culture. CULTURE SHAPING INITIATIVES
    144. 144. KEEP IT SIMPLE S I M P L E Set Expectations Invite Commitment Measure Progress Provide Feedback Live the Values Evaluate Effectiveness
    145. 145. Your Brand2Life programme has been a huge success and your employees are back on track and your brand is alive in your people. Come up with three ideas or initiatives that you will implement in your new employee culture that will ensure that you will keep this motivation and brand affinity on track. BRAND ALIVE PROJECT PART 5
    146. 146. BRAND ALIVE PROJECT PART 6 In a five minute presentation please bring to life: 1. You vision and value words 2. The actions that you believe will bring these to life 3. A short brief on how your group will launch your brand to life programme and engage this to your company 4. Your culture statement and action plan
    147. 147. METHODOLOGY
    148. 148. In your private time tonight list out some of the things that you would like to change in your personal life or our business life, then what you would like it to be like at a specific point in the future. Finally build your action bridge to that point and what are YOU going to do to achieve your best result. Homework

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