1. Turning Marketing Words into a

2. BRIDGETRAINING
Areas of expertise:
• Contact Centre
• Customer Service
• Sales
• Brand Delivery
• Leadership and Development
• Motivation and Presentation
• Behavioral Science

3. BRIDGEEVETNS

7. BRIDGEBALANCE

9. WHAT IS BRAND?

10. 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?

11. “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?

12. “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

13. METHODOLOGY

15. BRIDGE
BRAND2LIFE

17. THE LIVING
BRAND®MATRIX

32. INSIDE THE MINDS OF LEADERS
Building your
Leadership Brand

33. WHAT ARE YOUR BRAND VALUES?

34. THE LEADERS BRAND
• Purpose
• Energy
• Structure
• Change Orientation
• Individual Presence
• Enablement
• Consideration
• Warmth

36. 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’’

37. 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.

42. 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.

43. 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.

44. INSIDE THE MIND OF THE
CUSTOMER
Why do customers
buy Brands?
The Emotional
Drivers of Brands

45. 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

46. 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

47. 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.

48. 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.

49. I HAVE TO HAVE IT !!!

50. 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.

51. 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.

52. CHANGING THE FACE OF AN
INDUSTRY

53. 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.

54. THE GESTALT EFFECT
What brand do you really respond to
and have high affinity with?
WHY??

55. THE GESTALT EFFECT
“The whole is greater than
the sum of the parts”

56. IS THIS TWO FACES OR A
VASE?

57. BEST LAID PLANS AND RESOLVED?

58. 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.’

59. NOW THAT IS SPECIAL

60. 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.

61. REACHING NEW HEIGHTS

62. 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.

64. 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 !!!

67. Are Living Brand®
Leaders Born or
are they Made?

70. SELF-AWARENESS
DO YOU SEE YOURSELF AS
OTHERS SEE YOU?

71. 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.

72. 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.

74. » Brand aware
» Entertaining
» Vocal brilliance
» Chatty
» Bold/Direct
» Assertive

75. » Genuine empathy
» Going the extra mile for the
customers
» First time resolution
» Emotionally intelligent
» Great at handling
complaints
» Excellent relationship
builders
» Considerate

76. » Great problem-solvers
» Structured conversation
control
» Solutions focused
» Efficient
» No messing approach
» No panic approach to
complex situations

77. » Strong
» Decisive
» Results-oriented
» Forthright in stating their
opinion / making requests
» Not afraid to take a decision
» Highly self-critical

80. “Imagination is
everything. It is the
preview of life’s
coming attractions.”
Albert Einstein once said,

81. 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.

82. 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

84. EMOTIONAL
MANAGEMENT
Can you
manage your
emotions?

85. 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.

86. STAYING ON THE NEUTRAL
ZONE

87. WHAT PUSHES YOUR BUTTONS?
People’sEmotion Your Reaction

88. WHAT PUSHES YOUR BUTTONS?
Work Stressor Your Reaction

89. 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)

90. BREATH
Creating a
Powerful Person
from within

91. 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

92. 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

94. 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?

95. 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

96. 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.

98. 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.

100. 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

101. DANIEL GOLDMAN EMPATHY

103. 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.

104. MOTIVATION – ON THE MOVE

105. Self Motivation
What are your goals?

106. 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

107. 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."

108. PROUD TO BE AT ASDA

109. 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.

111. INFORMATION FLOW

112. It is not so much about
the words you use, as
much as defining the
applied action that is
required.

114. 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

115. 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

116. 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

117. 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

118. 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

119. 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’

120. 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

122. ‘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.

125. METHODOLOGY

126. BRIDGE BRAND2LIFE

127. BRIDGE
BRAND2LIFE

128. WHAT IS PROJECTED
PERSONALITY?

129. BRING TO LIFE
YOUR
PROJECTED
PERSONALITY

130. BRAND2LIFE CAMPAIGN

131. BRAND2LIFE CAMPAIGN

132. BRAND2LIFE CAMPAIGN

133. BRAND2LIFE CAMPAIGN

135. MEDIUMS OF ENGAGEMENT
• Videos
• Posters
• Give-aways
• Intranet
• Events
• Briefings
• Social Media

136. 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

137. 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.

138. BRIDGE
BRAND2LIFE

139. Ask yourself the question:
What part do I play and
where do I have influence
in the Brand2Life
programme?

140. RISING TO THE CHALLENGE
Bridge Rings of Power

141. HOW CAN BRAND CHAMPIONS
INFLUENCE?

142. BRIDGE
BRAND2LIFE

144. Recruitment
Induction
Continuous
Development
and Training
Ongoing
Agent Quality
Assessment

146. 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.

147. 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.

148. 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

149. 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

150. 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

151. 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

152. 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?”

153. 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

154. 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

155. 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

156. 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

157. BRIDGE
BRAND2LIFE

158. 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

160. METHODOLOGY

162. Level one
Connection
Alignment to purpose / Brand Me = Brand Value

163. KEEPING IT ALIVE
What is a Living
Brand Culture?

164. Team unity
KEEPING IT ALIVE
Who we are
Our way of doing business
People living the values
Corporate identity
What makes our company unique

165. 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.

166. 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.”

167. 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

168. Business Strategy
Corporate Business Plan
Divisional Plans
Individual Goals / Objectives
Vision
Values
Behaviours
Results
SYSTEM AND CULTURE OF LEADERSHIP
Systems Culture

169. 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

170. Zapposmakes the news

171. Level two
Commitment
Belief in the Brand

173. WHAT MOTIVATES EMPLOYEES IN
A VALUE BASED CULTURE?

175. 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

176. THE DRIVING FORCE BEHIND A
VALUE BASED CULTURE

177. AUTONOMY

178. THE FOUR ESSENTIALS TO
AUTONOMY
• Task
• Time
• Technique
• Team
» What people do
» When people do
» How they do it
» Whom they do it with

179. 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?

180. • Techniqu
e
• Team
» Controlled technique:
improves performance or
encourages mechanical
thinking?
» Recruitment:HR’s responsibility
or the team itself?
THE FOUR ESSENTIALS TO
AUTONOMY

181. MASTERY

182. MASTERY
THE NEED TO SELF-ACTUALIZE
Control Compliance Physical
survival
Autonomy Engagement
Fulfilment
“Engagement leads to the desire to get
better and better.”

183. 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

184. 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.”

186. Level three
Consistency
Keep it Alive! Employee Advocacy

187. PURPOSE
BRING YOUR BRAND TO LIFE!!!

188. BRAND PASSION

189. The world's leading charity
dedicated to beating cancer
through research.

192. Zappos Core Values Come Alive

193. “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.”

194. FITNESS FIRST WAKE UP CALL

195. 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.

196. • 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

197. KEEP IT SIMPLE
S
I
M
P
L
E
Set Expectations
Invite Commitment
Measure Progress
Provide Feedback
Live the Values
Evaluate Effectiveness

199. 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

200. 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

201. METHODOLOGY

202. 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