Dealing with resistance to change in a rebranding effort. How can you get long-standing employees on board?

We had this exact issue when deciding whether to rebrand Mediatel News, which was linked to a 40-year-old UK brand called Mediatel, to what is now 'The Media Leader' (a B2B publishing brand that provides analysis and commentary on the business of media). We agonised over the name change. Ultimately we decided on 'The Media Leader' because our internal colleagues and biggest audience fans told us some version of 'Mediatel News stands for leadership in media'. So 'The Media Leader' was our way of strengthening our brand by making simplifying our offer and building on it — we don't just report the news, we take a position and communicate with confidence as any strong leader should.

It requires an approach focused on communication, inclusion, and understanding. 1- Communicate the Vision Clearly : -Explain the reasons behind the rebranding. Whether it’s to modernize the brand, or reach new markets, employees need to understand the rationale. -Highlight the Benefits 2- Involve Employees Early in the Process: -Inclusion in Planning. - Workshops and Focus Groups: Host sessions where employees can provide input and voice concerns. 3 -Address Concerns Openly: -Acknowledge the Emotional Aspect: Address these emotions empathetically, recognizing their contributions to building the brand as it stands today. -Provide Clarity on Job Security 4- Provide Training and Support: -Skill Development Programs -Support Networks

Involve long-standing employees early in the rebranding process. Seek their input, ask for their feedback, and let them contribute to shaping the new brand identity. When employees feel that their opinions are valued and that they are part of the process, they are more likely to embrace the change and become advocates for the rebrand.

Navigating resistance to change during a rebranding effort can be challenging, especially with long-standing employees. The key is open communication and involving them in the process. Start by clearly explaining the reasons behind the rebrand and how it aligns with the company's vision and goals. Encourage feedback and address concerns honestly. Show appreciation for their experience and expertise, and highlight how their input can shape the rebrand’s success. By creating a collaborative environment and acknowledging their value, you can foster buy-in and make the transition smoother for everyone.

Clearly explain the reasons for the rebrand and how it supports the company's goals. Emphasize the benefits, be open about what will change and what won't. This will help alleviate concerns and clarify everyone's role in the new brand.

When we work organizations through rebranding, we always start with the company’s brand archetype. Often times this is a new concept for the organization. We give each employee an online survey that walks them through questions about the organizational culture, values, vision, etc. Based on their responses to the survey, we provide the two brand archetypes most reflective of their results. These archetypes include colors, themes and imagery. Then, we have them vote on the promotions. This does several things to gain buy in from the employees: 1) people feel heard; 2) everyone gets a vote; 3) there are early indicators of how the brand looks; 4) everyone comes to understand more about how brands are formed (which elicits connection).

Organize collaborative workshops where employees from different departments can come together to discuss the rebranding initiative. These workshops can serve as a platform for sharing ideas, discussing potential challenges, and brainstorming creative solutions. Encouraging cross-functional collaboration not only generates diverse perspectives but also fosters a sense of unity and shared purpose.

Get them involved early. Hold workshops, brainstorming sessions, or surveys where they can share ideas and feedback. When they feel included, they’re more likely to support the change.

Address concerns promptly. Listen to long-time employees - their insights on brand history and customer ties are invaluable. Respond with empathy, outline plans to mitigate risks. This eases fears and builds trust in leadership's decisions. Proactive, empathetic communication is key when navigating change.

Establish open channels where employees can voice their concerns freely, whether through one-on-one meetings, anonymous surveys, or dedicated forums. These channels should be accessible and designed to encourage honest dialogue. When employees feel heard, they are more likely to trust the rebranding process and leadership’s intentions.

Listen to their worries. Acknowledge the emotional aspects of change and reassure them by addressing their concerns. Show that their experience and insights are valued.

Organize interactive workshops focused on the new branding guidelines. These sessions should cover key elements such as the brand’s visual identity, tone of voice, messaging strategies, and how these elements should be applied in day-to-day work. Hands-on exercises can help employees practice and internalize the new guidelines, ensuring consistent application across the organization.

Provide the tools they need to adapt. Offer workshops on the new brand guidelines or sessions on how to tell the new brand story. Support builds confidence, making the transition easier.

When major milestones like the launch of a new logo or website are reached, host events to mark the occasion. These events can be virtual or in-person and can include presentations, guest speakers, and interactive activities. A launch event creates a sense of excitement and pride around the rebranding effort, making employees feel more connected to the new brand.

Get the team out of the building. An outdoor cafe would be ideal. Ask each member to question whether each of them were the same at 10, 15, 25, 40 or 60 years old. It will be easy to understand that no. Let them see that you are sharing an essential part of the company, because they are worthy of them. Because it considers them at a higher level than professional performance. Explain to them that in a few days the company will enter childhood, adolescence, adulthood or old age, as the case may be. You will know who is part of the process and who is not.