Internal communications shape "identity," as in an organization's self-identity. External communications build "image" beyond the confines of a particular organization.
Those of us leading or participating in brand development initiatives benefit by separating the concepts of internal identity and external image, right from the start. Otherwise, the essential internal piece can be overwhelmed by the need - if not rush - to communicate externally, be it for a new product launch or the next enrollment cycle.
We all talk about the importance of internal brand ambassadors, ranging from faculty and staff on campus to a sales force or customer service team in business. They're not just essential; they are the essence of a brand at work. Experience and common sense remind us every day that brands suffer when decision makers and customer-facing employees execute delivery of the product or service poorly, are inconsistent in understanding and communicating the brand, or disagree with one another on key brand promises - or simply don't know them. These gaps can create false expectations about the brand and, in doing so, no shortage of credibility-busting hypocrisy in the external market.
Fostering successful external image is difficult - if not impossible - without first building sufficient internal identity. It's where branding and organizational culture merge. Here are three ways that can help get you get there:
Those of us leading or participating in brand development initiatives benefit by separating the concepts of internal identity and external image, right from the start. Otherwise, the essential internal piece can be overwhelmed by the need - if not rush - to communicate externally, be it for a new product launch or the next enrollment cycle.
We all talk about the importance of internal brand ambassadors, ranging from faculty and staff on campus to a sales force or customer service team in business. They're not just essential; they are the essence of a brand at work. Experience and common sense remind us every day that brands suffer when decision makers and customer-facing employees execute delivery of the product or service poorly, are inconsistent in understanding and communicating the brand, or disagree with one another on key brand promises - or simply don't know them. These gaps can create false expectations about the brand and, in doing so, no shortage of credibility-busting hypocrisy in the external market.
Fostering successful external image is difficult - if not impossible - without first building sufficient internal identity. It's where branding and organizational culture merge. Here are three ways that can help get you get there:
- Language: Yes, separate the concepts of internal identity and external image at the start of the brand development facilitation and throughout the process. Giving due attention to each of these domains helps integrate them much more powerfully when it's time to launch and implement the new brand and its messaging.
- Time: Take time to build your internal base of champions. Make sure enough employees in the right places agree and are comfortable with enough of the positioning, messaging, and supporting narrative to present and represent your brand to the market effectively. You'll never get everyone on board, but you will have succeeded if skillful facilitation and smart coalition building increase the number of knowledgeable and persuasive internal brand advocates.
- Socialization: "Buy in" is another oft-discussed subject, and for good reason. The real challenge is whether we facilitate brand development processes that are legitimately inclusive. It will take more time to engage the right numbers of people in the process, especially in higher education, but it is generally worth the effort. The best leaders and facilitators know how to listen, of course. They are also skilled in ensuring that participants see they are authentically engaged in active listening and that the views expressed are respected. Even the most difficult contrarians raise useful, brand-building points, so it's important to recognize and deal with their input openly and in a non-defensive manner. Let them see that you get their point of view, even if you disagree with it. Showing genuine respect in this manner, whether their point finds its way into the final product or not, may also help defuse their active opposition to the brand or brand development process.
Elevating internal identity in this manner will help increase the odds that your external image building efforts will succeed.
Image courtesy of TechBloke.