A blog for business leaders interested in behavior-based branding, customer experience design, culture transformation and employee performance.
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# Thursday, February 11, 2010
I am quite familiar with the many Best Places to Work lists that exist today. Primarily because 56% my clients who are implementing with Brand Integrity, for at least a year, are on or have been on one of the lists before. We've learned as much from our clients as they have from us - it truly is a partnership.

One specific thing I have learned is how truly committed our clients are to building an employer brand. They recognize the importance a strong employer brand plays in the success of their company. Their focus on branding for employees is driving millions of dollars to their bottom-line each year.

Take Wegmans Food Markets, who has been a consistent top 10 Fortune Best Places to Work company since the list's inception. Wonder if an employer brand matters - think about the bottom-line impact when you have 50-60% less turnover than the industry average. If your not imagining lots of dollar signs, go get a glass of water, splash it on your face and wake-up.

Building an employer brand enhances the power of the positive. Said another way, it increases the upbeat energy in your company and propels employees, work teams, and leaders to accomplish remarkable results.

Having a company brand strategy and subsequent brand that employees find to be meaningful and relevant leads to:

Passion and sponsorship: The right employees, motivated by the same desirable outcomes, willingly head in the same direction as the company and as one another.

A positive work culture:
Internal excitement is focused on embracing change, not fighting it.

Employee commitment:
Employees understand how they fit into and have an impact on the company.

Customer loyalty: Because experiences are meaningful and stimulate incredible loyalty. This happens only when employees understand the benefits customers are looking for and the uniqueness with which your company can deliver those benefits. This allows employees to connect emotionally with the brand, optimizing their ability to delight customers.




Thursday, February 11, 2010 06:25:30 PM   
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# Friday, February 05, 2010
A study conducted over a period of three years by SHL (a psychometric testing company) has concluded that employee engagement is more important than job satisfaction. This indicates that employees want more out of a career than to just like their job. Ilke Inceoglu, one of the researchers involved in the study noted, "Job satisfaction has been superseded by engagement because that shows links to performance."

How are you managing the engagement of employees in your organization? I know of some leaders who think that due to the economy, no one is leaving even if they are unhappy. This simply is not true. Whereas times are tough and many companies have put a freeze on or limited hiring, good employeesA-playerswill be able to find a job elsewhere no matter what the economy (it may just take a little longer).

Is your organization at risk of losing it's A-players? Are your employees engaged?
You may be asking yourself: What does that mean? How can I tell the level of engagement?

Below are some features of an organization with high employee engagement. Read through and ask yourself how well your company is performing.
  • Employees understand the organization's goals and objectives.
  • Employees understand how their work impacts the organization's ability to achieve results.
  • Employees are committed to delivering consistently good experiences that drive a positive work culture and strong customer relationships.
  • Employees take action to live the organization's brand every day by demonstrating on-brand behaviors and experiences.
  • Employees communicate effectively and are receptive to others.
  • Employees recognize each other for a job well done.
  • Employees hold themselves and each other accountable for delivering the behaviors and experiences necessary for driving a great work culture and profitable results.
How engaged are your employees? Where does your organization struggle? Knowing the current reality regarding employee engagement in your organization is the first step to rectifying areas of weakness and building an engaged workforce.


Friday, February 05, 2010 01:18:18 PM   
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# Friday, January 22, 2010
I just got back home to Rochester after a few speaking events in Maryland and Georgia. Facilitating these events with business leaders who are so pumped up to get started defining their brand and the customer experience they deliver reinforces my passion for helping others Achieve Brand Integrity.

So this week, I wanted to highlight one of the key points to Achieving Brand Integrity: If you're not managing behaviors you're not managing your brand!

I recently read a great interview on NewYorkTimes.com about Tony Hsieh. If you're a regular reader of this blog, you'll know I've posted about Zappos and Tony Hsieh before. This latest interview highlights why Mr. Hseih started Zappos and how he has built and sustained such an amazing work culture that delivers on desired customer experiences. Zappos is definitely a company that understands the key point above. I highly recommend you head over and read the interview today.

Friday, January 22, 2010 04:59:22 PM   
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# Friday, January 08, 2010
The dreaded mission statement. It seems as if every company has one and yet nobody knows what it is or what it really means. Usually created in a corporate vacuum at an annual company retreat, mission statements are the philosophical smokescreen most companies place in front of employees and customers.

Got a company mission statement? Of course you do! If you walked through the office and asked most employees to recite two words of it, would they be able to? Of course not! Why should they be able to, it's meaningless to them.

I actually worked with a CEO who would stop employees impromptu in the hall and ask them to recite the mission. If they did it successfully, he would give them $20. This became old after a while. Some took time to memorize the mission, but most didn't even bother. Those who did take the time to memorize it still found it meaningless. Mission accomplished? I think not. I memorized some of the Periodic Table of Elements to make it through high school chemistry class, but lord knows, i can barely even spell chemistry.

Mission statements are often meaningless because they are not operationalized. Therefore very few, if any, employees actually know how to do the mission. Nice to know what it is. Much better to be able to do it.

Coming up with the mission statement is simple. There is a book by Jeffrey Abrahams called The Mission Statement Book: 301 Corporate Mission Statements from America's Top Companies. This book will cover all you need to know about mission statements. It has 400-plus pages of examples and insights. Reading it and drafting your company's mission statement will be easy. Getting your employees to buy into it and actually do it will be quite challenging.


Friday, January 08, 2010 04:26:26 PM   
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# Wednesday, December 30, 2009
The five dimensions are the foundation for building a powerful brand for your company; a brand that can be operationalized by employees through behaviors that lead to consistently good customer experiences. The five dimensions, once defined, will contain a clear picture of who your company wants to be and how it will deliver upon promises to employees, customers, and key stakeholders which will lead to more strategic decision-making and a foundation for performance management.

the 5 dimensions


Culture and Team
Culture and Team is dedicated to a company's internal environment; how employees interact with each other, how management communicates, recognizes, and holds employees accountable; and the influence of the company's mission/values on the employee experience.

Lead by Example

This dimension addresses the responsibilities of all employees in modeling ideal behavior. Lead by Example means stepping up when needed, taking ownership of individual responsibilities and performance, and demonstrating integrity and trust.

Operational Strength

This dimension is driven by processes and behaviors that are focused on achieving optimal quality with minimal resources. Operational Strength includes leveraging technology and systems, effectively prioritizing work, and focusing on continuous improvement.  

Customer Service

This dimension focuses on understanding and meeting---or exceeding---the needs of customers. Customer service addresses internal behaviors, skills, and processes that define a company's customers experience, as well as how employees interact directly with customers.

Products, Knowledge and Expertise

Products, Knowledge, and Expertise is dedicated to the end products or services a company delivers to customers. This dimension is comprised of fostering learning, sharing information, demonstrating creativity and innovation, and promoting products and services to increase sales.


Get ready, here comes a no-risk, value-add, complimentary offer from me to you:


All you need to do to take advantage of this offer is invest five minutes to take a complimentary Achieving Brand Integrity Assessment. This unique behavior assessment is based on the five dimensions and will help you investigate your work culture and its impact on employee productivity, customer experiences and your overall profitability. Within seconds of completing the assessment you will receive an actionable individual report to help you address highlighted challenges and leverage noted strengths to make positive change happen immediately in your business.


Click here to take assessment: http://abia.brandintegrity.com/Default.aspx?gid=89&tabid=82


If after you review your report there is interest, I would be happy to administer the assessment for a group of up to 10 leaders in your organization and provide you a report with an overview of your team's impressions and alignment of your organization's Brand Integrity.


Continued luck and good wishes for a wonderful 2010. I look forward to being a part of your journey to achieve brand integrity. Happy New Year!

Wednesday, December 30, 2009 11:45:43 AM   
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# Tuesday, December 22, 2009
We're all tired of the recession; however, according to the latest Towers Perrin Workplace Watch, employees especially are falling into recession fatigue. The study concludes that employees have the most negativity around potential career development opportunities.

Only fifty-seven percent of employees agree that their company offers opportunities for long-term professional development, a 16 percent drop since the beginning of 2009. Towers Perrin concludes that this drop is due to employees feeling less connected to the company they work for and also having less faith in leadership as a result of recessionary actions like layoffs and budget cuts.

Are the levels of engagement in your company falling as a result of this negative economic environment? Below are some ways leaders can combat fatigue:
  • Let employees know when they are doing things that impact business results. Doing so helps them understand how their actions make a difference and, of course, makes them feel good. Consistently recognizing employees and sharing successes company-wide builds morale as well as spreads best practices.
  • Openly communicate what your company thinks about professional development. Set expectations with employees in regards to how much growth they can look forward to and when. Even if it's not a reality right now, generating awareness will help ease employee's perspective about lack of growth opportunities.
  • If your company has had to reduce or cut investments in continuing professional education or industry seminars and conferences at this time, communicating the why behind these actions will help employees see the reasoning and be more forgiving.
Focusing on managing employee expectations through communication and consistent acknowledgment will ease negativity and help rebuild trust as we work our way out of these trying times.

Tuesday, December 22, 2009 03:23:46 PM   
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# Friday, December 18, 2009
Well maybe not Pizza Hut exactly, but it's true that the lifetime value of a customer for a regular pizza place is around $8,000.

Lifetime value is a common phrase for describing how much a customer is worth to a company if the person remains loyal over the course of their life. Disney is one company that understands the importance of lifetime value. They estimate that customers, from the first walk through the entry gate, are worth up to $50,000 in lifetime value. Knowing this, Disney pays close attention to creating customers for life. They know that the greater the connection a customer feels to a company, the greater the loyalty and the greater probability for maximizing lifetime value. Disney creates connections with customers by orchestrating experiences at different points of interaction, which I’ve written about before (remember the white jumpsuit man?) because their experiences are simply amazing.

But you don't have to be Disney to care about lifetime value and deliver experiences that earn you customers for life. Think of a company you love doing business with. Now think about why you love it so much. Are they responsive to your inquiries? Do they treat you with respect and urgency every time you interact with them? These things may seem basic, but that's just the point. Being responsive and treating you with respect makes you feel valued. These are simple behaviors that if done consistently by a company’s employees, can create experiences the keep customers coming back and referring the company to others.

On the other hand, you could just learn to say goodbye to customers' potential lifetime value, as Seth Godin jokes about in his blog post.

What experiences does your company stage to ensure repeat business and a strong unpaid marketing department? Have you defined the behaviors employees can deliver to build relationships with customers? How are you building lifetime value?

Friday, December 18, 2009 02:53:54 PM   
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