Brand storytelling doesn’t follow a linear path. It never has. A linear model doesn’t allow for the chaos that comes with dealing with real, living, breathing humans and constantly changing markets. It certainly doesn’t take social media into consideration.
If you’re not careful, you could fall into the trap with some narrative arc models that, though they account for some issues with the brand, often do so with the issues in the rearview. As if the challenges the brand has faced in the past will somehow predict what the brand will face in the future.
Instead, look at brand storytelling as a narrative chain made up of many stories in “S” curves.
In turbulent times, companies must discover what kind of adjustments are right for them to stay relevant. It can seem overwhelming. But there are a few ways to think about resourcefulness to help companies of any size manage through stressful environments.
Dandelions put out a taproot from the very beginning to give themselves every advantage possible in journey ahead—because they don’t know if that journey will be easy or tough.
Unfortunately, too many companies don’t operate with the basic principles of dandelions and as a result, start with weak foundations, don’t plan for adversity ahead, and falter when the economic winds change. If we’ve learned anything from history it should be that change is inevitable. It can be sudden and unpredictable or like a slow-moving glacier.
We love to talk about what we’ve done, who we’ve seen, the hurdles we’ve crossed and triumphs we’ve realized. If we’re not careful, we can talk about how amazing we are and leave our guest completely out of the discussion.
Brands do this all the time. Agencies do this all the time. All this chest thumping and self promoting leaves consumers and customers on the outside looking in … if they even stay around long enough to keep looking.
I often get asked by executives when we’re starting the Vision, Mission, and Core Values process how we come up with the words. Or, as one executive asked, “Do you already have this stuff written down somewhere and you’re just making us go through these exercises?”
The short answer is no; we don’t already have predetermined answers. We work hard to uncover and discover the values within each company.
A 2020 MIT Sloan Review study found that more than 80% of large companies published their core values online. Other studies place the number of companies with stated core values as high as 92%. This simply says that companies embraced the concept of stated core values.
But employee satisfaction scores tell a story of broken cultures. A Fond study of HR execs found that "only 22% responded that 60% or more of their employees know their company’s core values." A Gallup poll found that "just 23% of U.S. employees strongly agree that they can apply their organization’s values to their work, and only 27% strongly agree that they “believe in” these values." And a Leadership IQ study showed that "only 20% of respondents say their company always hires people who fit well with their company values."
One-word values can be ambiguous and interpreted differently by different people. When that happens, you get inconsistent applications across the organization.
They're also hard to represent in hiring and firing decisions. Would you hire someone who doesn't act with integrity? Of course not. Do you want your employees to feel empowered? Probably. But empowered to what degree?
It's easy to get laser-focused on creating things. But those ideas need to be grounded in something more than personal preference. Before launching your next big idea, your better mousetrap, ask yourself: Does your audience even realize they have a mouse problem?
Here are six steps to consider to make sure your concepts are grounded in insights so you increase your chances for success in the marketplace.
The business world loves stereotypes, where old-line companies (we call them tankers) boast about their age, stability, and staying power while young startups (we call them speedboats) scream about their pace, out-of-the-box thinking, and innovation. Seasoned workers at tanker organizations get cast as rigid and resistant while their speedboat counterparts are hailed as adaptable and tech-savvy.
There is a need for both tanker and speedboat organizations. But let’s be clear here: the only thing you get with age is older. Age isn’t an indication of wisdom, sophistication, or savvy. Age alone does not determine ability to deliver.
“Tell” stories are historical in nature because they address things that happened along the company’s journey to the present. They come in a variety of forms, often starting with a company or brand origin story and growing from there. Because they deal with the past, Tell stories are typically editorialized to get those unseemly rough spots out of the narrative. And they can be revisionist in the sense that history is often rewritten by those who come later, scrubbed of things we might find offensive, and enhanced to make them more exciting.
Brand storytelling doesn’t follow a linear path. It never has. A linear model doesn’t allow for the chaos that comes with dealing with real, living, breathing humans and constantly changing markets. It certainly doesn’t take social media into consideration.
If you’re not careful, you could fall into the trap with some narrative arc models that, though they account for some issues with the brand, often do so with the issues in the rearview. As if the challenges the brand has faced in the past will somehow predict what the brand will face in the future.
Instead, look at brand storytelling as a narrative chain made up of many stories in “S” curves.
Remember when you were eight years old and wanted a treehouse in your backyard more than anything in the world? You pleaded with your dad, your mom, your grandfather, your uncle, and anyone who would listen. You had seen one at a friend's house, or on the television, and a ‘fort’ was the answer to all of your dreams.
Now if you grew up in a solidly middle-class or lower family, you knew there was no custom-built treehouse in the budget. If, after much pleading and all the sales acumen a preteen could offer, you got approval for said treehouse, you got to work. You would start scrounging the neighborhood for scrap 2X4s, milk crates, old plywood, anything that could be used to build your dream. You promised that you would do a myriad of chores to make as much money as possible: clean your room, feed and walk the dog, take out the neighbor’s trash each week, leave your sister alone, not fight with your little brother … whatever it would take.
When the day finally arrived for the building to start, you were there for every nail, helped with every measurement, sometimes even twice, and tried to cut every board. You and your father/grandfather/mother/uncle spent countless hours, countless weekends making sure your treehouse was just the way you wanted. It might not have been the best treehouse ever built, but it was yours and you helped build it.
As you played with friends in your treehouse over the next few weeks, fighting mock battles, sleeping below the stars, or just enjoying the wind blowing and the tree swaying back and forth, you first understood what it meant to make a dream come to life.
The lessons you learned in the building of that treehouse apply to your business life.
Dream big. Jim Collins called it the BHAG, or Big Hairy Audacious Goal. Treehouses are big dreams. Kids can dream big. Get back in touch with that ability.
Do your research. Find out what else is out there that you can model. Once you knew you were getting a treehouse you looked at every treehouse-related concept you could find and made notes on what you liked about some, and what didn’t work about others. You learned early on what you could live with and without.
Plot your plan of action. As with the building of the treehouse, this is about bringing your dream to life. What supplies do you need? Who do you need to help you make it happen? What are your biggest barriers and how can you overcome them?
Choose your team. No one wants to be in a treehouse by themselves. It takes a crew to make a treehouse come to life, hoist the baskets of snacks, defend against intruders, and keep watch over the area. Your treehouse crew was made up of friends you could trust. They watched out for you, you watched out for them, and everyone was better off for it. You need the same in business: people you can trust and who share your passion for achieving and living your dream.
Build and adjust along the way. When you were a kid building a treehouse you built the best you could at the time. You didn’t build the perfect treehouse. That would have taken too long and cost money you didn’t have. You built and adjusted as you learned what worked for you. The same holds true in business. Don’t let perfection get in your way. Build and adjust.
Celebrate the lessons and successes. Treehouses are easy to enjoy. Sometimes we forget that business can be enjoyable as well. Once you’re done, even if just done with a stage, celebrate the progress, invite others to the party, and keep the positive energy going.
As kids, we’re hardwired to use our imaginations and chase dreams that seem too big. Somewhere along the way many of us learn to tamper our creativity and keep our ideas to ourselves. Maybe it’s time for you to get back in touch with that kid with the imagination and the willingness to fight to make the dream a reality. Chances are you’ll be a better leader, a better teammate, and have things you’re proud to share as a result.
How is your treehouse these days? Let’s start a conversation.
Dandelions put out a taproot from the very beginning to give themselves every advantage possible in journey ahead—because they don’t know if that journey will be easy or tough.
Unfortunately, too many companies don’t operate with the basic principles of dandelions and as a result, start with weak foundations, don’t plan for adversity ahead, and falter when the economic winds change. If we’ve learned anything from history it should be that change is inevitable. It can be sudden and unpredictable or like a slow-moving glacier.
We love to talk about what we’ve done, who we’ve seen, the hurdles we’ve crossed and triumphs we’ve realized. If we’re not careful, we can talk about how amazing we are and leave our guest completely out of the discussion.
Brands do this all the time. Agencies do this all the time. All this chest thumping and self promoting leaves consumers and customers on the outside looking in … if they even stay around long enough to keep looking.
Managers often place high performing individuals together and expect them to work well together. Then they are usually disappointed when those same individuals fail to reach even basic goals and objectives. But this shouldn’t come as a surprise. There are countless examples of high performing individuals fighting one another to reach the top of some mountain while happily sacrificing others around them.
Strategists and planners have long recognized the benefits of directing products and communication towards key audience segments. It’s no secret that aiming your message at the masses minus any key insight to help some group connect with your message is a good way to blow your budget without having anything to show for the effort. But how do you decide who to talk to?
