What do you do if your employees are not engaged in your brand strategy?

It matters - a lot…! If employees are not engaged it is usually down to either not being aware enough of the strategy (a communication issue) or the strategy does not resonate with them (could also be a communication issue or the strategy lacks appeal). Either way if the company’s own brand community that is driving the brand is not operating at a high level then it will be reflected in wider audience issues, particularly brand sentiment and engagement, pretty quickly.

One thing I've found helpful is to think of your brand inside out. If your own employees are not buying into your brand, authenticity is eroding from within ---that is a symptom of a brand health problem. Re-focuse on basics like brand purpose, mission, vision, values or if that is established (and not on a shelf collecting dust somewhere) consider an exciting internal campaign to lift morale, show employees you put your money where your mouth is and create culture and action around your purpose. Strong brands have a red line inside-out. Adding budget to this internal makeover will save you money from employee attrition and make you money with the added boost of productivity that occurs when humans are proud of their workplace.

I developed a gamification system with points and prizes to encourage objectives. People tend to work better with constant stimuli and achievable goals. Sometimes pressure from OKR alone is not enough. A morale boost is needed.

If employees are disengaged from the brand strategy, it's crucial to address the issue promptly. Start by fostering open communication and creating opportunities for employees to provide feedback and express concerns. Share the vision and goals of the brand strategy, emphasizing how their contributions are essential to its success. Provide training and development opportunities to help employees understand their role in executing the strategy effectively. Recognize and reward their efforts to reinforce positive behaviors and encourage alignment with the brand vision. Additionally, seek to understand the root causes of disengagement and address any underlying issues, such as unclear expectations or lack of resources.

Employees are brand ambassadors of the company and so their point of view matters in the journey of growth and development. The company must engage them either by incentivising, giving credit, etc. Only happy employees can give positive mileage to a company. On the other hand, it can be detrimental.

In my journey, I've learned that measuring employee engagement transcends mere numbers and data. ?? Instead of relying solely on traditional metrics, I've focused on setting simple weekly and monthly objectives that encourage both personal growth and team cohesion. ?? This approach allows us to celebrate small victories and, more importantly, to embrace and learn from our failures. I've discovered that fostering an environment where failure is not feared but seen as a stepping stone to success can significantly boost engagement and morale. ??? It's about creating a culture where employees feel supported in their endeavours, understand their contributions to the brand's strategy, and are motivated to innovate and improve continuously. ??

While communicating brand strategy you should let your team 1- Anticipate it : through sharing the analysis and exercise behind strategy setting to let them know why you have chosen this way particularly. 2- Understand it : through detailed training and provide them with enough information and resources. 3- Apply it: through workshops, simulation,role plays and in field mentoring to make sure execution is done smoothly. 4-Embrace it: create an internal campaign relevant to the strategy and let your team live it and feel their value in making it happens and how this is reflected on achieving the purposed outcomes.

In my experience, the effectiveness of communicating your brand strategy begins with selecting individuals who inherently align with your brand's purpose and core values. ?? This pre-emptive approach is less about rectifying misunderstandings or misalignments post-hire and more about ensuring that every team member is a natural ambassador of your brand from the start. ?? By focusing on this alignment during the hiring process, you create a foundation of individuals who not only understand your strategy but live it. Remember, when your team resonates with your brand's essence at a fundamental level, conveying your strategy becomes a shared language rather than a directive. ?

Leaders, managers, and even frontline employees should convey the brand strategy. Most people drown their team in jargon; it creates confusion. Use simple, consistent language, and share success stories to make it relatable.

Let managers and experienced employees lead the brand strategy training sessions, combining theory with practical examples. Use workshops, simulations, and real-life scenarios to make it tangible.

Reignite employee engagement in brand strategy through comprehensive training programs. Clearly communicate the brand vision, values, and goals. Foster a sense of ownership by involving employees in strategy discussions. Provide ongoing training sessions, workshops, and resources, ensuring they understand and embody the brand identity. Encourage open communication and feedback to strengthen their connection to the brand.

Demonstrate your commitment to the brand strategy through your actions, behaviors, and decisions as a leader. Lead by example and show employees how to embody the brand values and principles in their daily work. Ensure that employees have the resources, tools, and support they need to effectively execute the brand strategy. This may include access to brand guidelines, training materials, marketing assets, and ongoing support from leadership and colleagues. Help them understand their role in delivering on the brand promise and how they contribute to the overall success of the brand.

In my previous role, we overlooked our team's need for clear understanding of our brand strategy, focusing too much on growth. This mistake highlighted the importance of not just aiming for external expansion but nurturing our team's comprehension and engagement. ?? Real growth integrates training on the brand's core values, identity, and guidelines, ensuring every member can live and communicate these principles. Engaging training and ongoing support aren't just beneficial; they're crucial for embodying the brand promise in every action. Investing in your people's brand competency is investing in your brand's success. ??

In my experience, the most effective way to foster engagement and commitment to your brand strategy is through recognizing and rewarding collaborative success rather than individual achievements. ?? Creating a culture where teamwork and collective accomplishments are celebrated encourages employees to work together, embodying and promoting the brand's values and goals. Implementing a recognition system that is fair, transparent, and meaningful, yet emphasizes the team's role in driving the brand forward, reinforces the idea that everyone's contribution is vital. This approach not only boosts morale but also facilitates learning and growth within the team, as members share successes and lessons learned. ??

When employees share the vision and values of their companies, they are inspired, motivated, and energized to participate in brand strategy formulation and implementation. Collectively they become the culture of the company, under one identity: What the brand stands for. The key to engage employees in brand strategy is not from a "command and control" top down view, but bottom up: treat them as if they are co-owners, since they do have a stake in the brand's success.

As a co-founder of a brand marketing agency, we are learning and recognising that engagement starts with a sense of ownership. So we ensure every team member's voice is heard and valued via regular internal conflab and open dialogues. We feel this helps all parties to co-create our brand's path, ensuring it resonates not just with our audience but with those who bring it to life every day - them. This approach fosters a culture where commitment to our brand's vision is personal and powerful, aligning our collective efforts towards meaningful, impactful outcomes.

é preciso considerar que o fator mais importante é a cultura organizacional. Sem ela qualquer a??o n?o terá o efeito planejado. Já rodou um NPS no time, anonimo para saber se tem mais detratores ou n?o? Já abriu uma caixa de opini?es e sugest?es e depois fez um plano de a??o pra melhorar? Já implementou uma rotina forte de feedback com os gestores?