By Pierre Mare
I am old school when it comes to the internal brand. My take has been that association with the company and its brand is rewarded with a job, salary and in some cases promotions for people who show strong leadership.
The downside of the approach is that people who repel customers should leave the company. They endanger the livelihoods of other employees.
However, formal internal branding has evolved to become the key to creating a cohesive company culture. It involves aligning employees with the company’s core values, mission, and identity, ensuring that they not only understand the brand but also embody it daily. A successful internal brand motivates employees to live the brand’s principles in both their interactions and their work.
The first step is to clarify the company’s mission, vision, and values. These elements guide the organization’s direction and its employees’ actions. It’s essential to define what the company stands for: its purpose, values, and identity.
Consider whether the brand is innovative or community-oriented and ensure these characteristics resonate with employees. A well-defined brand makes it easier for employees to connect emotionally, and these values should be communicated clearly and consistently.
Once the brand is defined, communication becomes key. Leaders must embody the brand and set the tone for the organization. Employees often look to leadership for guidance on how to behave, so it’s vital that leadership consistently represents the brand’s values.
The onboarding process should introduce new employees to the brand’s mission, values, and expectations. This can be done through structured programs, workshops, and open communication. Ongoing communication, such as internal newsletters, team meetings, and intranets, helps keep the brand message alive. Regular updates about company success further reinforce employees’ connection to the brand.
Employee engagement is a vital aspect. When employees feel connected to the company’s mission, they are more likely to embody the brand in their work. Involving employees in the brand’s development process by soliciting feedback creates a sense of ownership and investment. Recognition and reward programs help reinforce brand values by celebrating employees who exemplify them.
Publicly recognizing such employees sets an example for others, creating a culture that continuously reinforces the brand. Additionally, training employees on how to represent the brand ensures everyone is aligned with its values, whether it’s in customer service, decision-making, or team collaboration.
The work environment must also align with the brand’s values. If the brand emphasizes innovation, for example, the workplace should foster creativity and provide the tools needed for employees to succeed.
Encouraging open communication channels where employees can share their feedback on the brand’s representation is also crucial. Listening to employee concerns fosters trust and transparency, helping improve internal branding.
Monitoring the effectiveness of internal branding is an ongoing process. Regular assessments, such as surveys or feedback sessions, help gauge how well employees understand and live the brand’s values.
These evaluations allow for improvements and adjustments as needed. Internal branding must evolve alongside the company’s growth. As business needs shift, so too should the branding strategy.
Building a strong internal brand is not a one-time effort but an ongoing process that requires consistent communication, employee engagement, and alignment with company values.
When done effectively, it creates a unified team that is motivated, aligned, and committed to bringing the brand to life every day. Through a clear, consistent internal brand, companies can ensure that their employees are the strongest advocates for the brand’s success.
*Pierre Mare has contributed to development of several of Namibia’s most successful brands. He believes that analytic management techniques beat unreasoned inspiration any day. Reach him at contact@pressoffice7.com if you need thought-leadership, strategy and support.
