this question, since it’s not something most managers and leaders are often asked, nor is
it something managers and leaders frequently ask themselves.
trust you as a leader? If you are like most of the managers and leaders I’ve
asked, you are probably unsure. This alone can pose problems in fostering an
engaged workforce, because an engaged workforce depends on employees trusting
and difficult to refute. An engaged workforce is more empowered and motivated
to deliver a branded experience—an experience your company becomes known for
because you are living the brand, delivering your company core values and
promises. When a company does this, it leads to more loyal customers who buy
more of your products or services and do so more often.
their trust. Employees need to have confidence in you as a leader who will live
the brand—live the values—and not simply try to hold others accountable for
living it. Want to be a trusted leader? Think about this: How many times a day
do you have the opportunity to remind others by initiating a conversation about
the branded experience? Making it part of the conversation is a leadership
skill to be learned, practiced and mastered over time. Mastering this skill is
one aspect of managing the experience that enables leaders to remind the
workforce every day about what is important and how each employee makes it
live the brand by behaving in ways that are consistent with your company’s core
values and that lead to a desired branded experience.
moments. Add 60 seconds to regularly scheduled team and employee meetings to share the success of
someone who has demonstrated your company’s branded experience in a way
that led to a positive outcome. A simple callout and round of applause can
go a long way.
living-the-brand assessment every six months. Have employees complete a quick
and easy semiannual assessment on how consistently others in their work
area are living the brand. This touchpoint with employees is a terrific
reminder. Two assessments a year will provide four reminders as long as
you are thoughtful and strategic in sharing the results with the
reality. Would you agree that your company would be better off if each
manager spoke to one or two customers every week about the experience they
have with your company? Of course you would. Then put the discipline into
action and have managers reach out to customers and engage in a
conversation about their experience, then share what is learned from those
valuable discussions with employees. Share both the good and the bad.
Managing a branded experience builds trust. If you use these three
ways to remind employees, you will be positioned to earn more trust by sharing
your conviction for living the brand. In addition, sparking conversations with
others will create an environment of open dialogue where expectations are
clearer and personal responsibility rises—an environment with more engaged
employees who help create more loyal customers.
Gregg Lederman is an author, speaker, and CEO. Gregg has made it his personal mission to
help companies engage their workforce to deliver a branded experience that
engages customers and drives sales and profits. His work, along with the work
of the team at his company, Brand Integrity, has helped many of today’s leading
companies (such as Wegmans Food Markets, Chobani, AAA, Erickson Living, and
Excellus) to create work environments where employees can become more motivated
and committed to delivering the experience that makes them different—that makes
them better than the competition. More than 60 percent of Brand Integrity’s
clients are recognized as “best places to work.” http://www.gregglederman.com/.