Written by Katy Goshtasbi
Posted on: June 6, 2016
Within 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:
- 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.
- 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.
- 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.