TOP 3 COMPANY EMPLOYEE BRANDING PROBLEMS THAT COME WITH INTERNAL COMPANY CHANGES

CASDtalk1Within organizations the one thing you can count on is change. Change is inevitable.

It comes often and is often painful. In the branding world, change is an indicator of brand flexibility: brands that go with change, evolve and survive to thrive. Brands that don’t bend with the wind, die out.

What kind of changes are we talking about? Such changes include a) reorganizational changes of any kind, like changes in management, buy-outs, downsizing due to economic factors or due to innovation b) technological changes leading to obsolescence c) pure economy dictated changes.

What do all these changes involve? Employees. Your best advantage and greatest asset- your talent pool.

Here’s the problem: The 2013 Gallup State of the Global Workplace report found that only 13% of employees are engaged at work. Engagement equals productivity.  

So what are the hurdles to employee engagement and productivity due to change? Here’s what I’ve found happens when there is any internal change- and there will always be internal change:

  1. There is a fundamental shift in brand values due to change in management- often this is accompanied by mass confusion, often subconscious, among the employee pool. Why? Read on.
  2. There is no focus on the notion of building the “internal” brand first- since the brand of the employees/agents is behind the company brand and comes first, it pays to develop the employee brand first- this involves direct communication to the employees and inclusion of the employees in the brand value process. Leadership must engage employees in the exercise of discovering their values that coincide with the shift in brand values of the new management.
  3. There is a strong possibility that employees/agents go rogue and drift away from the corporate brand representation.

So what is management supposed to do about this? The first step is that “management” needs to stop thinking like “management” and start thinking like “leadership”. This means first and foremost having conscious awareness that a shift has occurred. This shift may not be well understood or accepted by your employees.

Next, leadership needs to take steps to make sure the brand values shift is a) communicated well and b) open to revision by employees c) based on the ability to have the employees develop their own brand values and contribute to the new direction of the company’s brand. This is where I come in to assist the leadership team.

What happens if management does not become leadership and apply these steps? From my experience, the best that can happen is employees leave the company. The worst that can happen is that employees stay, become disgruntled which in turn leads to apathy, lack of productivity, and low morale. All of this inevitably leads to a decline in profits.

So what does this mean for you?

If your organization is going through change, make sure you consider your employee brand values. They must be in sync with your organizational shifts and the brand value changes they bring. These changes must be communicated to your employees and your employees given the ability to participate in creating the evolved organizational brand culture.
Source: Katy Puris

katypurispersonalbranding-com

I moved to this country with my family in 1979 from Iran. We came with two suitcases thinking we’d stay for two weeks. We stayed a lifetime. I went to law school because I wanted to help humanity AND because I felt that if I was a lawyer, then I would fit in and be accepted and respected. I practiced for 15 years as a successful securities lawyer. One day I realized I was wealthy, miserable and no longer helping humanity. I quit my job as a lawyer within a month. As a spiritually-minded business person, I started to listen to the Universe and my intuition. Through a series of miracles, I ended up finding my natural talents and gifts, which are the ability to realize and evolve peoples’ assets very clearly. During the first two years of my “retirement” as a lawyer, I saw an ad in a community college catalog that read, “What do Oprah, Bill Gates & Warren Buffet Have in Common?” The answer was said to be that they were all practicing their natural talents. So I went to the workshop and learned excitedly and incredulously that my natural talent is in personal brand management for others. From this workshop, my horizons opened and I devised a number of programs highlighting others’ talents and abilities, wrapping it in a “personal brand” package. Initially, I had no idea how these gifts would work in coming together; but for the past seven years I have been running a personal brand management company. We work with individuals and companies to unearth their uniqueness, communicate this to their target audience, and then manage all perceptions. The mission of my company: While appreciating the oneness of humanity, my goal is to highlight for others their specific talents and abilities in order to bring greater joy and success to all areas of their lives. This is how I do my part to cultivate a world of love and kindness where I promise through my example that no one is forgotten and everyone is appreciated. Personal brand management is based on defining and understanding your uniqueness, communicating it effectively to your target market and managing the perception of your personal brand. Your personal brand comes first. It is about you and NOT your business logo or marketing materials or PR. YOU must have a personal brand before you: a) can have marketing material and b) are press worthy. An effective personal brand starts with the understanding of who you are as a business owner and an individual. Without this solid foundation of a sense of self, it is not possible to build an effective personal brand that then translates into effective business branding. Throughout my career and life, I have been blessed with an eye for the creative process around building a successful personal brand. I finally stopped and listened to all the people who kept asking me for help in making their personal brand and business a success. Most of these people were lawyers trying to figure out how to stand out as attorneys in society. I was enlightened by the concept of following my natural talent. I wanted to help other businesses have an effective personal brand and thus, increase revenues, productivity, morale and sales. For fifteen years, I worked as an attorney in multiple areas of corporate America. For over eight years I practiced in Washington DC: the Securities & Exchange Commission, lobbying on Capitol Hill, and working in a law firm. I then moved to California working as in-house corporate counsel and then consulting via my own business. I hold undergraduate degrees in Finance, Accounting and Economics and a law degree. My clientele include numerous law firms , corporations, law schools, specialty institutions, retail corporations, CPA firms, engineering firms, financial services firms, dental professionals, medical professionals, as well as many smaller businesses. I am an author and public speaker on personal branding, leadership, marketing and business development. I have been appointed to serve on the ABAs Law Practice Management (LPM) Division Webzine, Nominating Committee and Women Rainmaker Boards. I have contributed numerous articles to the ABA and been a frequent speaker at various ABA conferences. I believe in being active and giving back to our community as part of your personal brand and mainly because it is good Karma! I am on the national board of directors of The Women Of Color In the Law. I also serve on the San Diego board of directors of National Association of Women Business Owners (NAWBO).

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