What do you do if stakeholders are resistant to project managers' brand guidelines?

Addressing stakeholder resistance to brand guidelines requires empathy and communication. By actively listening to their concerns and understanding their perspective, you can identify the root cause of resistance. It's essential to clarify the brand's vision and the purpose behind the guidelines, reassuring stakeholders that adherence to these standards benefits the project and organization as a whole. Transparency and open dialogue build trust and collaboration, facilitating smoother implementation and ultimately strengthening the brand's integrity and impact.

There will always be resistance, often because you're generating additional workload. My recommendation is: -have separate discussions with each stakeholder; this will prevent surprises. -Engage with each person personally, seek advice, -Take into consideration what each one says to improve the model.

Start by listening to the stakeholders' concerns and understanding the reasons behind their resistance to the brand guidelines. Identify any specific issues or challenges they may have with the guidelines and acknowledge their perspective.

You can schedule a meeting with the stakeholders to understand their reasons for resistance. You must listen actively to their concerns, whether they are related to the practicality of the guidelines, potential impacts on their work, or if they have any other issues. This will showcase your efforts in trying to understand their issues and your intention to reach a solution. Simultaneously, you should also clearly communicate the importance of brand guidelines in maintaining consistency, integrity, and recognition of the brand and the overall success of the project.

Uma escuta ativa ajudará a entender os motivos e preocupa??es de cada um, o que tornará mais fácil a abordagem com cada indivíduo individualmente, a fim de compreender suas dúvidas e resistências, e apresentar de forma clara o plano de marca.v

Having a clear understanding of the value being added, using examples from competitors that show we're losing out by not improving and not doing things differently. Maintaining a long-term vision focused on staying ahead of the competition thru innovation.

é importante comunicar os valores da marca, mas também é preciso abordar todo o DNA da marca. A inten??o n?o seria apenas comunicar, mas abordar os temas de forma prática, mostrando exemplos e resultados, e como eles impactariam positivamente se fossem devidamente seguidos.

It's essential to have a multifunctional team, which must: -Hold recurrent meetings to evaluate the process. -Communicate progress and areas needing improvement across departments. -Have a clear understanding of each department's responsibilities. -Keep the company focused as a team rather than separate departments.

Aqui, três tópicos de trabalho seriam interessantes: - Consultividade - Colabora??o - Vis?o holística Ser consultivo influenciaria tanto na forma de gerir o time como no engajamento de cada membro. A fim de proporcionar-lhes a participa??o no projeto, o que traria inova??o em vários aspectos, visto que a contribui??o de cada um é uma riqueza diferente.

Exatamente como disse antes. Explanar o DNA da marca e suas diretrizes de forma prática traz clareza sobre seus possíveis resultados. E, sim, treinamento e alinhamento s?o muito importantes para engajar os interessados. Ainda assim, poderá haver divergências de opini?es, mas dessa forma, seriam muito mais assertivas para mudan?a e contribui??o.

Exemplos práticos ajudam a elucidar dúvidas e traz seguran?a para resultados. Por exemplo: - Mostrar estudos de caso no que ser refere ao tema, n?o somente da própria marca, mas de outras do mercado. - Pesquisas e escuta ativa do público da marca. As informa??es retiradas desse contexto tem profundo potencial de estratégia. - Exemplos de acontecimentos no mercado podem trazer uma seguran?a de estratégias já aplicadas e já validadas.

It is necessary to consider who will be the main actor for each area. If the necessary hierarchy to lead a transformational project in a company is lacking, it is necessary to seek a sponsor who will be the face of the process change. It is also necessary to have a coach or several, as they are individuals who can provide a broader perspective when we encounter issues that we cannot resolve.

This article is another misdirection of what brand is and how branding works. The problem is not the brand guidelines. 1. living your own brand and bringing an understanding of it into your own company is a C-level and leadership task. Leaving the valuable asset of brand to project managers is the wrong approach from the start and shows that the topic has not been understood at C-level 2. once understood, processes and regular opportunities need to be created to activate your brand internally. 3. creating consistency across all channels is important for stakeholders outside the company. If the company management implements the systems described under 2, this will also succeed.

Emphasize the importance of contractual agreements that outline brand asset usage and intellectual property rights. Remind them of the legal protection provided by trademarks and copyrights, stressing potential consequences like infringement claims and damage to brand reputation if guidelines aren't followed. Document discussions and seek legal advice to enforce contractual obligations, resolve disputes, and protect brand integrity, ensuring compliance with brand standards while safeguarding legal interests.