The document provides guidance on rebranding an organization for lasting competitive advantage. It recommends defining ideal brand attributes and the type of clients, employees, and partners desired. Developing an inspiring vision statement and clear mission statement that drives the organization is also suggested. The document emphasizes building an ethical culture with engaged employees and satisfied customers to achieve differentiation and lasting competitive advantage.

1. Rebrand Your Organization
for Lasting Competitive
Advantage.

2. Thank You!
Amy
Geffen

4. • List the qualities you want your organization
to be known for/aspire to become.
• These are your ideal organization “brand
attributes”…your UVP!
• Define the people you want to work with -
suppliers, contractors, vendors, media…
• Create your ideal employee profile.
• Identify the type of clients you want to
serve.
The Chazin GroupThe Chazin GroupStart With…YOU!

5. Develop a Visionary
Vision Statement

6. • Your Vision statement explains what you want
to be/become.
• It is entirely aspirational. It MUST inspire the
hearts of your employees and engage with
you/your organization.
• Ex. Norfolk Southern vision: “Be the safest,
most customer-focused and most successful
transportation company in the world.”
The Chazin GroupThe Chazin GroupVision Statement

7. Your Mission is Your
Roadmap

9. • Define what your organization does/does not
do, and who you do it for:
• Ex US Tennis Association - “promote and develop the
growth of tennis.”
• Drives everything you do.
• MUST be simple, direct and operative.
• You MUST be able to implement your Mission
statement.
The Chazin GroupThe Chazin GroupMission Statement

10. Eight Critical
Questions for Your
Leadership Team…

11. 1. Is your Leadership implementing a new strategy
or initiative that requires more engagement
than ever from your employees?
2. Do you need to reengage your employees as
advocates or ambassadors?
3. How well is the urgency for change understood
and acted on within your organization?
4. Is Leadership communication a critical
component of delivering your company’s
strategy and performance goals?
The Chazin GroupThe Chazin GroupAsk Yourself…

12. 5. Are you searching for new ways to reinvent your
employee experience? Are you looking for better
ways to engage your people?
6. Does your employee engagement research
provide sufficient insight for you to build trust,
cultivate two-way dialogue, and engage
employees on critical priorities?
7. Does your current employee engagement
support the change you require?
8. If employee engagement remains at its current
level or decreases, what are the risks?
The Chazin GroupThe Chazin GroupAsk Yourself…

13. Storytelling
How you
got here

14. • Chronicle your organization’s history.
• List its symbols, icons, deeper meanings,
founder’s values and beliefs.
• Identify your milestones and achievements.
• How/why you give back to/engage your local
communities, causes you support, employee
volunteer work?
The Chazin GroupThe Chazin GroupStorytelling

15. Only Through
BRANDING Can We
Achieve Lasting
Differentiation

16. What’s a “Brand?”

17. Your Brand is a
PROMISE…

18.  Memorable
 Invaluable
 Unique
Your brand is a
PROMISE that your
organization is…

19. It’s a
“PERCEPTION”
thing.
Ask your
employees &
clients how they
perceive YOU?

20. Why YOUR Brand Matters

21. Create an Ethical
Organization For
Lasting Advantage

22. Guidelines DO
Exist…

23. “Being in accordance
with the accepted
principles of right &
wrong that govern the
conduct of a
profession.”
/www.thefreedictionary.com/ethical

24. http://psychology.about.com/od/personalitydevelopment/a/emotionalintell.htm
The Chazin GroupThe Chazin GroupA Definition
“…the ability to monitor one's
own and others' feelings and
emotions, to discriminate among
them and to use this information
to guide one's thinking and
actions.“
Peter Salovey & John D. Mayer

26. • EthiSphere decade long annual survey to find
the world’s most ethical organizations.
• Universally consistent findings that EVERY one
of the most ethical organizations outperform
their competitors in the S&P 500 from a
financial performance perspective.
• Being ethical creates lasting competitive
advantage. Examples:
• UPS, Chobhani, KIND, Patagonia, Marriott, J&J
The Chazin GroupThe Chazin GroupEthics Matter…a LOT!

27. Amazon , B&N.com

29. • Treat employees like your most loyal
customers and your customers like
employees.
• Employees Are NOT assets to be managed.
• Hire the BEST; NEVER downsize!
• Understand similarities/differences in 5
generations of US workforce:
• Matures, Boomers, Gen Xers, Millennials/Gen Y,
iGen/Gen Z
The Chazin GroupThe Chazin GroupEmployees as PARTNERS

30. • Provide financial advising.
• Offer/arrange flexible work schedules.
• Retirement plan that allows applicants to match
contributions up to 4% of their income.
• Employees determine/manage their learning,
give them tools they need to succeed.
• Don’t TELL employees to act like OWNERS.
EMPOWER them to BE owners.
• Help employees achieve a higher sense of
purpose.
The Chazin GroupThe Chazin GroupBest Practices

31. Employee
Engagement Begins
with Talent Mgt
Nurturing

32. • Develop “ideal employee” profile.
• List qualities/characteristics you want ideal
employees to exhibit including skills and
background.
• Conduct talent management using ideal
employee profile.
• Recruit, screen, hire, and retain best talent.
The Chazin GroupThe Chazin GroupIdeal Employee Profile

33. • 360-degree performance reviews.
• Employees review team members in other
areas, their own and other managers.
• Employees evaluated by clients, vendors,
suppliers and others that work with them.
• Only STRETCH goals.
• Leaders create succession plans.
• Promote most deserving from within whenever
possible.
• Avoid Nepotism at ALL costs.
• Human Capital Audit.
The Chazin GroupThe Chazin GroupEmployee Assessment

34. • Show your people appreciation for their
contributions & achievements.
• Make rewards meaningful to employees based
on interests, preferences, personalities, etc.
• Never tolerate employee toxic behavior.
• Encourage constructive risk allowing employees
to fail greatly. Never impose threats of
retaliation for risk-taking.
The Chazin GroupThe Chazin GroupReward & Recognize

35. The Chazin GroupThe Chazin GroupSolicit Employee Ideas

36. • Formal coaching and mentoring program.
• Creates teamwork, morale, and share/transfer
knowledge between generations of employees
so you don’t LOSE intellectual capital.
• Match tenured employees with employees who
are at earlier stages in their careers for win-
wins.
The Chazin GroupThe Chazin GroupCoach ‘Em Up

37. • Innovation and creativity training is required as
an ongoing professional development initiative
to unleash people’s untapped potential.
• Constantly seek new ways to develop your
people’s talents through education,
certifications, and accreditations commingled
with on-the-job skills training.
The Chazin GroupThe Chazin GroupTrain & Develop

39. • Create a culture whose foundation is built on
encouraging employees ask “why” things are
done a certain way.
• Have employees explore “what if’s” to see how
they can change the existing order of things to
improve your organization.
The Chazin GroupThe Chazin GroupEmbrace WHY & WHAT IF

40. Refocus Your
Recruiting
Efforts

41. Superhero Characteristics

42. • Communicate weekly, monthly, quarterly, semi-
annually and annually.
• Develop marketing messages that make an
emotional connection with your audience.
• Communicate in-person, in your store(s),
online, through social media.
• Customize your message and delivery channel
to each type of 5 generations of customer and
employee.
The Chazin GroupThe Chazin GroupCommunicate Your Way

43. • Your employees and your customers
should know what your organization
stands for (values ethics, purpose)
• Conduct Town Halls where employees (full-time,
contract, temporary) receive updates and
address the audience.
• Communicate by email, calls, video, in-person.
The Chazin GroupThe Chazin GroupCommunicate Your Way

44. • Create a culture of inclusiveness.
• All parties represented: all ethnicities, lifestyles,
backgrounds, points of view.
• Surface diversity vs. deeper level of
inclusiveness that goes all the way to the core
of your organization’s cultural “soul.”
The Chazin GroupThe Chazin GroupDiversity Matters (a LOT!)

45. • Don’t treat every client the same. Some
customers are more valuable than others.
• Customers want/expect to communicate in
different ways (online, offline, phone, text/chat,
social media, in-store, via survey, etc.)
• Build and maintain trust by striving always to be
as transparent as possible.
• Quantify client lifetime value – RFVP.
• Meaningful customer segmentation.
The Chazin GroupThe Chazin GroupClients as Trusted Partners

46. Market
your
culture

47. • State your values everywhere…on job
descriptions, your website, employee
orientations, social media, press releases…
• Articulate your brand as UVP.
• Build an archive of client and employee
testimonials and recommendations.
• Being true to your brand entails branding online
and offline that captures your culture
characteristics.
• Monitor your brand: follow what others say
about you using a brand audit monthly.
The Chazin GroupThe Chazin GroupMarket It Constantly

48. 48
The People You Lead

49. “Setting an example is
not the main means of
influencing another, it
is the only means.”

50. “The goal of transformational leadership is
to “transform” people and organizations in
a literal sense: to change them in mind and
heart; enlarge vision, insight, and
understanding; clarify purposes; make
behavior congruent with beliefs, principles,
or values; and bring about changes that
are permanent, self-perpetuating, and
momentum building.”

51. Changes/transforms
people…
Deals with emotions,
values, ethics, standards &
long-term goals.

52. Lower
Order
Higher
Order

54. Emotional
Intelligence

55. The
Godfather
(Architect)
of EI

56. http://psychology.about.com/od/personalitydevelopment/a/emotionalintell.htm
The Chazin GroupThe Chazin GroupWhat is EI
“…the ability to monitor one's
own and others' feelings and
emotions, to discriminate among
them and to use this information
to guide one's thinking and
actions.“
Peter Salovey, John Mayer

57. 57
4 Steps to EQ

58. Why EI Matters

59. 59
•Influences employee performance &
productivity:
• Appropriate workplace responses.
• More productive/valuable relationships.
• Leads to physical wellness and mental
health.
Why EI Matters

60. Organizational
Commitment

61. For you to
ponder

62. Leadership, Your Foundation
for an Amazing Culture

63. 63
 Develop a coach, mentor sponsor program.
 Re-build your PMP/review process.
 Develop Affinity groups.
 Future Leaders Leadership Training.
 Idea Generation program.
 Create an Ideal Employee profile.
 Define Your Vision, Mission, Core Values:
• Communicate on ALL recruiting materials and
marketing efforts.
Build a Leadership Culture

64. S
MY

65. “To improve is to change; to
be perfect is to change often.”
Winston Churchill

66. “Our people are our
greatest asset.”

68. “Our people are our
greatest asset.”

69. People are NOT assets
to be managed.

70. Ask
Questions!

71. Thank You!

72. LinkedIn.com/in/ethanchazin
Twitter: @EthanChazin
TheChazinGroup.com
Ethan@TheChazinGroup.com
TEL: 201.683.3399 | CELL: 917.239.5571
Contact Me