"Thus conscience does make cowards of us all, and the native hue of resolution is sicklied o'er with the pale cast of thought, and enterprises of great pith and moment, with this regard, their currents turn awry and lose the name of action." -- Shakespeare's Hamlet.
There's an apocryphal tale of Lord King (erstwhile Chairman of British Airways) saying to Maurice Saatchi -- I know half my advertising budget is wasted -- but I don't know which half!
That's still probably a truism, but companies are continually wasting millions in duff training initiatives and lost opportunity by -- internal promotion of the 'brand shadow.'
Brand image or brand shadow?
Simplistically, a 'brand image' is a 'corporate self-image' created by the organization to communicate qualities deemed desirable, attractive and valuable -- to generate loyalty, sales and myriad opportunities.
Psychologically, this is a direct parallel of how we, as individuals, create a 'personal self-image' also designed to make us seem desirable, attractive and valuable.
Paradoxically, the personal self-image we create (mostly unconsciously since childhood) is based on a lie -- a false premise. If we fear we're 'not good enough', say, we may pretend we are 'terrific' and thereby reinforce the fear that we're not. The harder we play 'terrific' the deeper we hide 'not good enough'. The deeper we hide a fear, the more power it gains over us, the more evidence shows up to reinforce the belief.
To prove ourselves is futile
This belief is not true. It is not who we really are. We are more than 'good enough'. We are 'really terrific'. We don't need to prove we are. We don't need to prove we're not what we fear we are. It's like my trying to prove 'I'm not a banana'. You wouldn't spend your life proving you're not a banana, would you? No, of course not. You know you're not a banana -- but we don't know that we're not who we fear we are!
Premise
My premise here is that many companies are playing this unconscious game through their brand strategies. The same way individuals hide their true selves and their unlimited potential behind a shadow called 'personal self-image,' companies hide their awesome possibilities behind a shadow called 'brand image.' Deep in the corporate psyche lurks a self doubt that drives the organization in utter futility to validate its worth through unsustainable ways.
The brand shadow is not what we see in the TV commercials, it is the reasonable-sounding, complaining, internal strategy and conversation that is constantly being held round the coffee machines.
Famous brand
I was coaching the marketing director of a very famous FMCG brand in one of the most highly competitive and lucrative markets in the world. His mantra was: 'We're the number four player -- our goal is to beat the number three.' This logically impeccable strategy had been followed (without success) for probably the past decade. The new CEO had been promoted from marketing director and was a stalwart champion of said strategy. However, engagement surveys revealed huge despondency within the troops, but nevertheless the board did not connect it to said strategy.
They were totally blinded to the fact it was a complete lie!
I suggested to my client: 'Who you are' is not the same as 'where you are' on an arbitrary statistical scale. If you want to grow you must recognize the difference. To affirm: 'We are the number four' is an erroneous identification. It's like my defining myself as my car or number of hairs on my head. The 'facts' might be accurate, but they are light years away from the truth of who I really am.
If the 'fact' is also an implied judgment (number four is not good enough, we are a bunch of losers, etc.) then it will be unconsciously depleting the energy in the entire organization. Also, any strategy focusing on 'beating the competition' is intrinsically doomed. The paradox is, you don't win Wimbledon by beating the number one. You win by hitting the ball and getting it in. If you focus on the opponent it guarantees you lose. If you focus on the ball it guarantees you play the best possible game -- and, frankly, there's no more you can reasonably expect of yourself. With this company's strategy, no wonder brand performance was sluggish and staff engagement low.
Who are we really?
I suggested an intervention that asked, among others, the existential questions: Who are we really as an organization? How can our brand express a company who is being more true to itself? How can you focus more on the light behind the shadow?
For several months he refused to buy any of it. Then he came back to me saying, 'you were right all along, what we need to do is beat the number two!'
He won his argument -- but lost the bigger game. Five years on guess where they still are -- the number four player.
To be or not to be really is the key question.
In order to choose 'being' versus 'not being' we need high self-awareness as a reference point for who we really are. Most cultures are driven by the fear and threat emanating from the 'false self' rather than the confidence and trust inherrent in the 'true self.' Few people and corporate chiefs know who they really are. We become identified with our individual ego and, hence, the corporate ego. The ego has a thousand faces -- all shadows of the true selves it tries to usurp. The one sun throws many shadows -- and they're all illusions.
We need the ego, but we don't need to it to lead us around by the nose. To be at the cutting edge is to be aware of relevant statistics (obviously) but focus primarily on self awareness (who we really are as individuals and as a group). Risky, yes -- but it invariably leads to more enlightened choices, more empathy, more compassion, more understanding, more fun and play, more exciting results.
These are the ingredients that transform brand performance -- in truly sustainable ways.
I specialize in using horses for life-changing, corporate leadership interventions that increase genuine profitability by getting people more in touch with their true selves. Do pay a visit and let me know your thoughts on this vital subject. www.horsejoy.com.