A workforce can work “for” or “against” the brand. A brandful™ workforce charges forward FOR the brand. There are two significant global changes that support the call to action for organizations to consider early adoption of building a brandful™ workforce:

1.   The end of organizational control over brand.

With the rise in social media and access to information, individuals are able to have greater impact, both positively and negatively on organizations. Social media empowers more to participate in the brand conversation. It creates greater pressure for organizations to be transparent about their products, services, operations, mission, and strategy.

 2.   Fierce local and global competition.

Organizations are forced to continually re-examine their approach and must act smarter than ever before to sustain an advantage. One of the most under-leveraged assets in any organization is the workforce. It can no longer be seen as an expense in terms of wages and benefits. If viewed strategically, the employees of any size organization (private, public, nonprofit or governmental) could be a critical factor for organizational success.

Is your organization fully leveraging your people to create, re-invent, grow and sustain your brand? The answer most likely is no. Is it possible to have employees who genuinely and truly love the products and services they help deliver? The answer is yes and here’s how you can get started.

First, you must have a successful business model.

No employee is going to be interested in promoting an organization that is going down the tubes.  You may think this is obvious however it amazes me how many organizations, because of the departmental silos, overlook this point. For example, a leader in one part of the organization such as Corporate Communications, Human Resources or Marketing, may hear the buzz that employees should be more involved in the brand, so they skip immediately to how to involve them, without considering the state of the business. Have you ever stopped to think how the internal operations might look differently if the business model is not working? Creating, evolving and sustaining a successful business model can be difficult, particularly because of a fast- evolving, globally shrinking competitive landscape. However, this basic fundamental step is a “must-have” for building a brandful™ workforce.

Part of the business model is also a “call to action” or a greater purpose that the organization is fulfilling.  When I was at JetBlue, it was “bringing humanity back to air travel.” We weren’t just transporting people from point A to point B but there was a higher purpose. Employees, who truly promote the product or service of an organization, and act as individual owners of the organization, need an emotional connection or an inspiration, if they are going to be brandful™. Organizations that are “Purpose-Driven” (as reported by Performance Inspired in their research on inspiring companies) have a clear sense of “why” they do what they do.  When the “why” is centered around a noble, compelling purpose, it becomes a magnet for brandful™ employees.

Second, you need a clear and executable customer promise and employee promise.

These promises answer the question: What am I promising to deliver to my customer/employee in exchange for what my customer/employee give me? It’s kind of like matchmaking, where the organization is looking for a long-term relationship with the right customer match and the right employee match. Both customers and employees have expectations that go hand-in-hand. Employees need to know the customer expectations so they stand a chance to deliver on these – or even better- delight! They also need to know what’s expected of them and what they get in return, so that it matches what they can/want to do and what they want to get out of it.

Simultaneously, with so many choices of products and services, customers need to know what they are getting for the price they pay, so they can make a decision. Most organizations have defined customer promises, however the majority do not have clear employee promises and thus would not be well-positioned to have brandful™ employees.  If the mindset is: “anyone can work here in exchange for a paycheck” (ie. There is no employee promise), then you are not fully participating in the matchmaking that needs to take place.

Third, all of the items above must be executed according to plan, aligned and integrated.

Basically, your organization needs to walk the talk, be genuine and run a successful and inspirational operation. Again, this is fully supported by Performance Inspired’s research. Inspiring brands are “Credibly Authentic” – in that, they go to great lengths to stay true and continuously live up to what they stand for.

It sounds so simple, yet most organizations do not pass these fundamentals. If you try to build a brandful™ workforce without these, you will build a workforce that bashes your brand, instead of promotes it.  I met someone in the business of training employees on how to blog – to promote the company.  My question is: “What if the employees hate the company’s product?” They will be trained in how to spread the word, but not in a good way.

Once you pass the fundamentals, then we can consider involving employees in the brand…because they now have something to get excited about. There are several areas in which they should be organically involved such as product development, communications, celebrations, recruiting other brandful™ employees, and other employee programs.  The idea here is that nothing is mandatory and there are no incentives (carrots). Employees, at this point, get involved because they are already genuinely passionate….for real.

What if my workforce really doesn’t care about the products or services?  You have to start somewhere. Have a brandful™ recruiting platform so at least you can start bringing in new folks who are a true match to your employee promise and really are passionate about your brand. Then, work to change or transition the current folks to better organizational matches – where they can be brandful™. If done correctly, they will thank you for it.

About the Author:

Julia Gometz is a global thought leader and practitioner in people strategy. After eight years at JetBlue Airways, she founded The Brandful™ Workforce. Her book, The Brandful™ Workforce, introduces a first-ever roadmap for organizations on how to create a workforce that promotes the brand. It also inspires individuals to be part of an organization whose products or services truly match their passions.

For more information please visit www.brandfulworkforce.com

Brand A is a company where its founders express a simple story that doing business with them should be fun, easy and enjoyable. They emphasize integrity, and a friendly and exceptional service experience along with 100% guaranteed satisfaction or your money back.

THE EXPERIENCE:

• The initial purchase experience was reasonably fast and efficient, but when I went to return my item (a pair of shoes); I was sorely disappointed with the customer service representative and their supervisor’s behavior. Not to mention their return policy.
• I was one day past the 15-day return policy (Which I wasn’t aware of because it was in the tiniest print—hardly visible to the naked eye. The guaranteed satisfaction or your money back was in large bold print on the packaging receipt however, which seemed a bit misleading to me).
• I wrangled for 45 minutes over the phone and during that time was put on hold for several extended periods. I thought: “How difficult is it to live up to YOUR 100% satisfaction guarantee and refund MY money?”
• I must mention that the supervisor was insincere in his droning tone during most of the call—not really friendly, nor fun, easy and enjoyable—the story I was led to believe.
• But I kept at it. I think I finally wore the supervisor down to which he agreed to let me return the item, but for exchange only.
• Needless to say this brand did not live up to its story. It fell far short of inspiring and I’ll never venture back. And, yes, I’ve told several of my friends!

Brand B is a company whose story is about open and honest relationships, a family spirit, and humility. They emphasize relationships and that it’s important for their customers to feel special, a part of a community experience as they strive to deliver the best customer service possible – it’s their WOW philosophy.

THE EXPERIENCE:

• My initial purchase experience was great! I received my order the next day, not to mention I ordered the shoes on a Sunday. I didn’t expect overnight. I also didn’t expect free shipping.
• When I tried the shoes on, I found they had a flaw in the toe of the right shoe that made it impossible for a comfortable fit. And of course, I thought, “This should be an interesting return experience.”
• When I phoned, the customer service representative apologized profusely (very humble in his tone), and instructed me to give the shoes to goodwill.
• The rep explained they didn’t have another of the same shoe of my size in stock, so he offered me $15 off my next purchase. I received an email in my inbox within minutes with a confirmation of the offer and instructions on how to use it.
• He asked if he could place me on a wait list so I could be notified by email when the item would be back in stock. Of course, I said yes!
• He then offered VIP status. I said, “Absolutely!” He mentioned several things, but one thing I remembered was free overnight shipping both ways. Talk about feeling special, not to mention by this time I was truly WOWED!
• This brand truly lived up to their story in every way! I continue to venture back and have never been less than wowed.

So how do you compose a compelling story that you can live up to like Brand B? How do you know if your brand’s story is believable to employees? How do you know if it resonates with customers?

You’ll know it when it engages them and consistently guides their behaviors and actions in ways that make them continue to want to be a part of and insist on your brand.

And how do you guide their behaviors? Your brand must deliver to your employees and customers an experience that builds trust in what you stand for and creates an emotional bond that is continually reinforced. Your brand’s story and how you live it must affect the way they feel, the way they think, and the way they act…consistently! My final post will discuss some ideas for kick-starting your organization in living and breathing your brand’s authentic story.

Posted by Carol Chapman who is a Founding Principal and Chief Client Officer of Performance Inspired.

Countless times I run across brands that are really good at touting a story; what they believe they’re about and what they think they stand for, only to find that the story is backed by dysfunctional processes, empty promises, and a culture of discontented employees undermining it at every turn. This incongruence is dangerous as it tarnishes the company’s reputation at every customer touch-point. It creates mistrust and I declare never to do business with that brand again.

Authentic brands live and breathe their story. It’s reflected in their core essence—what they stand for and how they show up. You trust their story because you experience it through the living of their values and brand personality.  The story is embedded in their standards of performance and the consistency in the delivery of the promise they make and keep to their employees and customers.

It doesn’t matter what industry you are in, or product or service you provide. If your story is true to who you are as a brand, your employees will get behind it, be inspired by it, and live it. If your story is convincing and consistent, your customers will love and trust your brand, and continue to buy from you. If the story is false or rather just a marketing gimmick, because the brand doesn’t really ‘own’ it, your employees won’t live it and customers will always see through the fallacy of it.

So ask yourself, is your brand living up to its story? Are employees instilling the brand’s values in their work and with customers? Are you satisfied with your brand’s personality and how it shows up? If you are having a difficult time critiquing your own brand, start by thinking of some brands you come in contact with on a regular basis, think of some good and bad examples that have convincing and inspirational stories and some that don’t quite make the cut. Then imagine yourself as a customer of your company, would you be experiencing the same story you want your company’s brand to have?

Posted by Carol Chapman, a Founding Principal and Chief Client Officer of Performance Inspired.

But, being a gifted storyteller is only half the challenge—choosing the right story is equally important. And even the best storytellers struggle with this from time to time. Here are the markers of stories that inspire others to action:

• Teach life lessons

• Keep important traditions alive

• Say the things that are hard to hear

• Share vision

• Rally a team together

Storytelling offers an outlet to captivate an audience in a memorable way. As humans we love stories. And the stories we love usually evoke passion inside of us.

Think of your favorite movie. Why do you like it? Because the story connects with you on some level, and you can’t forget it. Just like your favorite movie, when you tell a story, you want your listener to remember it. Tactics like humor, surprise, details and emotions help keep their attention. But what is most impactful is instilling a strong, bold, and clear “punch line.” After the story ends there should be no doubt in the listeners mind as to what the message was, and why they decided to listen.

In my latest book, The Inspiration Factor, I offer seven principles for becoming the most inspirational version of yourself. One of the principles I uncover in the book is the power of telling great stories. People respond to stories better than facts and data because we remember the visuals more vividly. When a good story is told, we can picture it. We develop an image in our mind that can be referenced in the future.

To become an effective leader, cultivate a library of stories that enable you to connect with your audience and teach the lessons that matter.

What is your most moving story? Can you think of a time a story moved you to action? What about a time when a story left you feeling deflated and unmoved? Would love to hear your experiences.

Terry Barber is the author of The Inspiration Factor and founder of Performance Inspired.

The proliferation of social media sites – Facebook, LinkedIn, Twitter and the like – have made forming connections via large (practically anonymous) networks the norm. Too many professionals are relying solely on them as a means to advance their career. But consider this: our conversations need to go beyond “here’s my business card” or “connect with me on LinkedIn” to a two-way dialogue that translates into benefits for all parties involved. In my new book, Networking is Dead, I tackle these issues head on, and offer actionable solutions for building networks that inspire transformative results.

In advance of its release, I’d love to share some ideas around this new era of networking. First and foremost, professionals looking to build a network must let go of the notion that: “the more connections, the better.” It sounds cliché, but quality over quantity applies in all networking scenarios. In order to find the right people for your primary circle of relationships spend some time to get clear on your own personal “why”. What difference are you trying to make in your organization, for your customers, or for your community? People who operate from a larger sense of purpose inspire us and become “attractors of possibility”.

To start meaningful conversations, ask thoughtful questions and share personal stories that characterize your passions, goals and visions. Authenticity is key when looking to build a connection that will benefit both parties. And reciprocation matters. By giving your time, knowledge, talents or advice to someone you recently met, you are building a relationship on trust and appreciation.

Consider my “5 Levels of Exchange” as an outline for getting started:

1. Develop an emotional connection

2. Share information

3. Share personal experiences (knowledge) and the insights achieved from them (wisdom)

4. Begin to discover what you can do to help your connection

5. The actions occurs—you make the introduction or referral

Once the effort has been put in to building the relationship, keep it up! Continue the interchange and keep it fresh. Nothing breaks down a connection like leveraging the relationship for your benefit then turning a deaf ear.

Do you have any networking success stories to share? What about mistakes you have made, and learned from? We would love to hear your experiences.

Larry Mohl is a co-founder and principal of Performance Inspired.

The typical business too often succumbs to the idea that its brand starts and ends with a logo and a few coordinating marketing materials. Sure, a creative logo can grab the attention of a customer, however, it doesn’t make the brand positively memorable nor can it carry the brand to success.

Consider the following. Think of your favorite and least favorite brands. Now swap the logos. Do you suddenly love your least favorite and vice versa? No. You don’t love Nike for its “swoosh,” you don’t love Chick-fil-A for its cows, and you don’t love your Mac because of its apple. Why? Because these brands don’t rely on images alone to connect with their customer. They have built an emotional connection that extends from all the internal aspects of business to the customer.

And by the way, all three companies have made our 2012 Most Inspiring Companies™ List. They didn’t make the list because consumers reported they had clever marketing campaigns or creative logos, they made the list because of what they stand for as companies – brought to life through their values and behaviors, and how they want their customers to feel when doing business with them. The experiences they deliver make life better and more meaningful for their customers.

My recent book, Brand DNA, explores this idea of creating an emotional connection to customers in greater detail. When you think of Starbucks, what comes to mind? Typically, the great atmosphere, the happy baristas, rich well-made coffee products, and a sense of the next best thing to being at home while you are there. You don’t pay a premium for the green, black and white mermaid on the cup. You choose Starbucks because they have created an emotional bond with you through the experience they consistently deliver. The mermaid logo representing Starbucks all over the world, is merely the symbol that evokes your memories of the experience as distinct from other coffee shops.

How can you transform your brand to become one that customers relate to on an emotional level? Here are a couple questions to get you started:

1. What are the values you built your company on, that you want your employees to share, and customers to feel when they walk in the door?

2. What do you have in mind when you think of the personality behind your brand?

3. What are the differentiators that set you apart from your competitors?

4. To what standard do you hold your employees, and how do you expect them to relate to your customers?

5. What is the “one” word you want to own in the minds of your customers and employees?

Once you have answered these and have a clearer picture of what your brand stands for, shift focus to the internal factors that influence customer perception through the experience you deliver. Our consumer research on inspiration identifies 7 Key Drivers that impact perception, loyalty and advocacy of customers. They are Authenticity, Affirmation, Vision, Progress, Story, Credibility and Servant Leadership.

Start with just three that are essential to showing up more according to what you stand for beyond just the symbol of your logo.

1. Authenticity – How can you be more consistent and transparent in how you live up to your core values?

2. Credibility – What can you do more of to generate and sustain a high level of trust and goodwill with all your customers?

3. Servant Leadership – How can you better serve your customers so they feel you really care and are committed to serving them in the most inspiring way possible?

As a business, are you focusing solely on the external—advertisements, logos and marketing materials? Ask yourself, “If I were a customer of my business, would I come back?” If the answer is no, find out why. A great company starts and ends with the people. Take the time to ensure they understand what it means to be authentic, credible and in service to others.

Carol Chapman is a co-founder and principal of Performance Inspired

For the first time this year, and in light of what is taking place on the national scene, we asked respondents: “Who is most likely to make the world a better place? a) businesses b) charities/nonprofits c) churches/synagogues d) government?”  Interestingly, businesses and charities ranked evenly with 39% of the votes, churches/synagogues trailed at 22%, and government received (perhaps not surprising) zero votes.

With results showing that consumers have equal faith that nonprofits and business will make the world a better place, we have to ask, are businesses doing their part to meet this expectation?

Before we come to a conclusion on that point, let’s consider one of the more telling survey results. One notable response on what makes an organization inspiring was: “they possess a servant attitude,” meaning that particular company seemed to genuinely care about human needs, even over profit.

Consider TOMS Shoes, number 18 on the Most Inspiring list. For each pair of shoes purchased, a pair is donated to someone in need. A TOMS’ customer knows that when they buy a pair of shoes, their purchase goes beyond what they have just bought. They feel confident and inspired by their experience because it is helping someone else. Businesses that have incorporated a charitable element into their business model are a step ahead in the inspiration game.

Interestingly, respondents chose the second (Walmart) and third (Target) place companies, in part, because they felt they excelled in corporate social responsibility. Consumers shared that they appreciate that Walmart gives back to the community by employing its senior citizens, and believe Target is doing its part by donating 5% of its pre-tax profits back to the communities in which it serves.

The 2012 Most Inspiring list is numerical proof—businesses have more of an opportunity than ever to inspire consumers and ultimately create an emotional connection that translates into lifelong customers. Every one of the companies in the top 25 was described in some way as follows: affirming, credible, having a servant attitude, visionary, progressing and authentic.

Change is on the horizon. Perhaps the best place for an organization to start is backward, asking what steps they need to take to inspire customers to reference them as “affirming,” “credible” and “authentic.”

What do you think? Do businesses have the power to make the world a better place? What organizations do you think are missing from the top 25? We would love your thoughts and feedback.

We all have this musical ability, albeit some more than others. MRI studies have shown that sound pitch is mapped directly into our brains almost like keys on a piano.  Even more amazing is that music is processed in a coordinated dance across our minds and plays a key role in stimulating the emotional centers involved with memory.  If you get a group of your friends together and clap at the same time you will find that everyone’s motor cortex is firing at exactly the same rate.  Hey, maybe I can use this to get my kids to get ready for school on time!

This idea is not as crazy at as it sounds.  Music has a long history of effective use in advertising, sports performance, therapy, mood setting, and education.  However, the explicit use of music as a tool to enhance business performance has been limited at best.  At Performance Inspired, we use the power of music and media to activate inspiration that elevates performance. (click to view how one company pulled this off.)

If you ask a typical associate in most companies what the mission of their company is, most struggle to recall the words or connect any significant meaning to it.  Imagine your leaders and associates being fully involved with who your company is, what it stands for, and where it is going.  As you work to attract and recruit the top talent that fits your company’s culture, the reality is that the special someone you seek is being poked and prodded by countless others.  Imagine developing a distinctive voice that cuts through the recruiting clutter and helps candidates see why they should make you their next destination of choice.

Organizational change is messy at best.  Communication, adoption, and fatigue challenges can put even the most seasoned leaders and well-intentioned associates under enormous stress. Imagine engaging stakeholders in your change campaign in a way that is energizing, clear, compelling, and inviting.  In today’s complex and matrixed organizations, collaboration is king. Misunderstandings, unwritten rules, and deeply held assumptions keep people from locking arms and working together toward a common purpose.  Imagine being able to surface these unspoken truths in a way that propels people forward.

Differentiating yourself in the eyes of customers is the essential engine of growth for every company.  In addition, organizations that truly involve customers in who they are and why they serve, capture an even greater share of mind, heart, and wallet.  Imagine building brand advocates by engaging and inspiring customers in a unique way.

Music has the power to do all this… and much, much more.

For professionals, an inability to maintain composure in difficult situations is typically, and sometimes rightfully so, considered a workplace red flag. Employers want professionals in their ranks who can remain calm and still function at the highest level when there is conflict. Yet, suppressing emotions for an extended period of time can be detrimental to morale and employee effectiveness – and lead to a potential blow up.

Here are some ideas for employees to help manage their emotions when the “stress button” gets activated, and you become frustrated, disappointed, even devalued.

1. First and foremost, you must depersonalize. Direct you frustration at the situation and not at a person specifically.  For example, you are upset with the circumstances around the progression of a project, so address it this way: “There are not enough resources and time to complete this project effectively.” Versus the accusatory approach: “You haven’t given me enough time or help to allow me to complete the project effectively.”

2. Next, try to deepen your understanding of the source of your frustration. Really work to uncover why you feel the way you do. What is going on personally as well as professionally?  What is your part in this story? For example, what about a lack of time or resources is so frustrating – do you feel like your manager puts too much on your plate, or that there is a lack of organization at the top when it comes to resource allocation?

3. Then, reframe the context. Answer the question: What would my hero do in this situation? At this stage, you can get creative and find a better way to problem solve. Or perhaps you might come to the realization that the issue isn’t a big enough deal to warrant a loss of composure. When you reframe your situation by looking through the eyes of your hero, you will likely be surprised at what you are capable of!

4. Finally, rebound. Start working on productive actions that can improve the situation. What can you control? Can you cut back on other projects? Can you ask your manager for more time? Dwelling on the problem only delays the solution. Focus on the aspects you can control or address, and accept the rest. That is how you become the most effective version of yourself.

Of course, if you do happen to lose your cool, apologize immediately. Approach the people you hurt humbly, and tell them what you are doing to improve, as well as what would be helpful from them.

By Larry Mohl, founding principal and chief innovation officer of Performance Inspired.

Against all odds. 

Oscar Pistorius of South Africa is known as the “Blade Runner” and “the fastest man on no legs;” he petitioned the IOC and got permission to run the 400m sprint. He is a double amputee who runs world-class times on his carbon-fiber legs.  Regardless of your national heritage, Oscar demonstrated to the world what can happen when you choose to not be a victim. In business, when there can be so many external factors driving against us, you have a chance for others to look to you as an innovator, an inspiration, and a leader. Whether or not you get your desired end result, you can be your own “blade runner” and set the new tempo for your business.

Here’s a high-profile blade-runner business. During the absence of founder Howard Schultz, Starbucks had lost its way and at one point, its darling stock was at an all-time low of $10/share.  It is said in business and in life, once you lose your momentum, you will never again be what or where you once were.  Business pundits were raising the white flag for the once dominant brand.  Then in 2008, Schultz flies 10,000-plus employees to New Orleans and convenes in the Superdome.  With a public apology to employees in one hand for having allowed the brand to stray and a promise to reignite the relationship between the customer and the barista in the other, the company became a blade runner in its own right, defying the naysayers.   Since those days, its stock is up over 150 percent.

In the case of the athlete and the business, the turn-around began with a simple but profound choice to be victorious over assuming the position of victim.

Living your values.

One way to frame this is to consider what we feel like when we find out an individual says one thing and lives another. It is a true inspiration buster. That Tuesday night in London when eight teams were disqualified for throwing their badminton game was one such occasion. Conversely, it is truly stirring when a team leads by example. And though it is true that the U.S. Olympic team is only a microcosm of our nation as a whole, it’s an inspiring one that serves as a reminder of the power of diversity—diversity of talents and diversity of backgrounds.

Team USA was not the only team represented by a diverse set of athletes, but, Team USA did so in a more dominant way than any other country. It’s inspiring to see that a nation’s principles of inclusion are actually being lived out for the world to see.  Business can and should do the same.  Every business has a set of values tucked away in the back of their employee handbook or a secondary page of their website.  How about bringing one or two of them out in a potentially dramatic way?

Think about how Nordstrom’s continues to be a shining light on creating an inspiring customer experience by putting front and center their commitment to connect and care about their customer.  Or when Seasons 52 makes it mandatory for servers to call their customers by name because they believe people still recognize being called by name is an expression of affirmation.  Living out values is an investment for the long haul.  Nordstrom’s commitment has no doubt cost them untold thousands of dollars and Season’s 52 servers could probably turn tables faster by not being so personable.  But that isn’t what either company chooses to do.

Team USA could have perhaps gelled more quickly if everyone was from the same social economic background or held the same beliefs.  Cohesion maybe took longer to materialize but the results are well, inspiring.

Question… what is the most dominant value of your company and how does it show up?  What adversity are you facing as an organization, as a team, as an individual and will you become a victim or become victorious?  And, is the vision of your company expressed as healthy tension between what is and what could be or is it merely a lofty ambition?