And you’ve worked very hard to get it. You’ve done all the courses, sat through all the workshops, read all the right books and seen all the right TED talks. You’ve got a beautiful vision for the Brand and the future of the organisation. You’ve got a big idea and you’re all ready to set the world on fire with it. But then the truth reveals itself. The sorry truth that apart from you, no-one cares.From reception to boardroom, zero interest. Because the receptionists don’t see what it’s got to do with them. They might not even really know what you do. And the boardroom? In most professional services firms, at best they’re not engaged and at worse they see Marketing and therefore you as a necessary evil. An overhead. And that leaves you in a horrible place. Lonely, isolated and unappreciated. Which goes some way to explaining why the average tenure of a CMO is only 3 years. After 36 months they either move on out of frustration of not being able to add the value that they want to, or they get moved on, because the board don’t see the value that the CMO could add, or worse still are blind to the difference that they’ve already made. Which sad state of affairs means that no-one, the CMO or the firm, get to reach their full potential. But all is not lost, in fact the good news is that beautiful vision and glorious future are still there for the taking. First things first. If they aren’t already, make the head of HR your new BFF. Together, go through every service level in the organisation and design workshops, tutorials, coaching; whatever it takes to make the Brand vision and mission real for them in realterms, day in, day out. How is their purpose a really important part of the big picture purpose?
That’s what you’re aiming for. Everyone understanding the important role that they play in delivering the firm’s shiny new future. I remember going into a client’s office in North America and the receptionist had a tent card on her desk with her name and job title. To my endless shame I’ve forgotten the lady’s name, but I’ll never forget her job title. SVP, FIRST IMPRESSIONS. Now there was a firm that knew how to engage their employees.
And don’t forget to help them to be amazing. Make sure that between you and HR you set up clear support structures. No-one else should ever feel alone or isolated. All of this good work will begin to create a groundswell. Together with HR you’re creating a culture of shared ownership, mutual respect and a drive for excellence.
Now make no mistake my friends, you’ll have to deal with the inevitable nay sayers. The rock throwers, the negative nellies, the assassins, the terrorists, whatever word you choose. They are poison and will slowly eat away all your hard work from inside. And this is where you need to show some steel. Work with HR and try and get them on board. If they stay hostile, then help them to move on. But on the other hand, embrace, reward and herald those who build. The architects and the heroes. Make it part of your firm’s DNA. Hire and train people to fall on hand grenades for each other, not throw each other under the bus. With all of this positive action, there’s a very good chance that the board has started to notice what you’ve been up to. Now, despite the fact that we use a collective term ‘The Board’, don’t expect a collective opinion, appreciation or even level of knowledge when it comes to Brand and Marketing. There will be those who think that the Brand is the logo. Some will think it’s just a distraction from getting on with the real business at hand. Sadly there will be those who look at you and see a number. The monetary cost of you and your department, and wonder where it would be better spent. However, the job here for you is the same as before. Proving the relevance and value of engaging with the Brand. Driving an understanding that Brand is much more than a logo. A strong brand drives differentiation and reappraisal. That means repeat and new business. An organisation united around a common goal is strong, efficient and effective. It delivers more for it’s clients, faster and with less waste. A strong brand plays a huge part in driving growth.
If you start diving into Marketing concepts, eyes will roll. And once eyes start to roll, trust me, your head will shortly follow. Make it real for them with some hard proof.
So no powerpoints, keynotes or fluffy marketing jargon. Be pithy and unapologetic. Focus on the value that Brand is adding. Link it to results and profit. The bottom line is the bottom line. Demonstrate the return on investment it brings, and you’ll stop being seen as an overhead. Show them how a properly implemented, strong brand will hardwire the business for success. How a strong brand will help in acquiring and retaining the best talent. After all, the best people want to work at the best places. Having a strong brand lets everyone from Boardroom to reception know why they get up in the morning and come to work here, and not anywhere else. It gives the whole company something that they can believe in, and get behind. Your BFF in HR will help you get the numbers for how much you’ll save in severance packages, training and time wasted recruiting and then re-recruiting. And a strong brand will give you the ability to promise, and then deliver a seamless, relevant and unique experience for your customers from end to end.
Do a bit of customer research. Client testimonials always get the ear of even the most reluctant Brand believer and data on retention and organic business growth hammer it home. Then roll out the killer numbers. In professional services, Brand equity is now considered 25% of an organisations intangible assets, and intangible assets are 81% of the company’s market value.
All of which puts Brand where it belongs.
At the heart of the operation and in the minds of everyone in it.
And gives you and Marketing a seat at the table.