First of all, you should develop a culture within your company that will help new employees focus on personal, not corporate identity, so that they can be their ‘authentic best-selves’ in the workplace. This is more likely to increase their productivity and retention according to a Cornell University study. Telling new hires that they should feel lucky to be working for you can boomerang. It communicates arrogance, which is often unwanted. Your goal is to attract so that your new brand ambassadors will feel authentically drawn to your brand. Helping your employees unearth their greatest strengths and integrate them into everything they do is central both for your success and your team’s growth.
Gallup asked a random sample of more than 3,000 workers to assess their agreement with the statement “I know what my company stands for and what makes our brand different from our competitors.” Surprisingly, only 41% of employees strongly agreed with this statement. This finding indicates that more than half of those surveyed were not fully aware of their company’s brand positioning and differentiation. How can your team perform well on building a corporate brand if they aren’t clear about what it is? As a leader, you must educate your team on the brand and live the brand so they can learn from your example.
Many think that the personal brand and the corporate brand compete with each other. This is anything but true. The most successful companies tend to integrate their employees’ individual traits with the broader corporate objectives, and therefore invest in something called applied personal branding. When employees are clear about who they are and what makes them exceptional (a process that is achieved through self discovery), and they have already grasped corporate brand objectives, they can apply their unique skills and expertise to achieve the corporate goals. Each individual needs to figure out how he can deliver on the corporate brand promise in a way that’s original, leveraging the corporate identity with what fascinates them and makes them unique.
Every well-managed company aspires to have a strong brand. Wonder why that’s the case? Simply because for most companies, the stronger the brand, the higher the premium they can charge for their products and services. In addition to this, sales volume goes hand in hand with premium pricing. A strong brand also provides the company with flexibility. A firm can then increase its product lines more easily, gain competitive advantage or make strategic partnerships and attract the best talent and finally prosper during economic downturns.
The benefits of a strong brand are massive. The best leaders though realize that strong brands aren’t built by the marketing department itself, but by each individual employee. Everry single employee in every department has a unique role to play. Consequently, a lot of emphasis should be placed upon employee development. I outline three steps for transforming employees into brand ambassadors: