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.
