Companies, like people, can go off track. A simple error compounds. The wrong attitude takes root. A poorly designed strategy is implemented. Perhaps the focus is just a bit off, sending everything off course. It happens.
What do you do if you are off track? How do you recognize the signs?
There are two branding experts that I turn to when it comes to branding and revitalizing brands: Larry Light and Joan Kiddon. They not only have the experience, but their advice is my favorite kind: practical and actionable. I’m not one for studying theories that I can’t immediately use.
I recently spoke with the authors about the troubling behaviors and attitudes that cause companies to mess up their brand. They have identified 12 ways that brands go awry. Their updated book on branding, Six Rules of Brand Revitalization, is a must-read on the subject.
“Arrogance leads to complacency which destroys innovation and leaves you out of date.”
How do you pull a culture out of arrogance, especially if they don’t realize it?
Often it takes a sense of urgency, a perception of an impending crisis. Change is difficult. An arrogant culture resists change until it seems that there is no option. Change or die. Dramatize the need for change. The most dangerous disease is complacency. Arrogance can lead to complacency. Complacency can keep your eyes closed to innovation and leave you out of date with your customers. The common expression, “Go back to basics,” is often used to defend resisting change. Going backwards will not guide marketers how to best go forward.
“Culture change is led from the top. The leader sets the tone.”
Culture change is led from the top. The leader sets the tone. Sometimes a leadership change is necessary. This is what happened at McDonald’s in 2002. The new leadership immediately dramatized the need for change. Jim Cantalupo, the new CEO, created a sense of urgency.
We recommend the four steps of Breaking the LOCK on Brand Troubles: Fix Leadership; then leadership can fix the Organization alignment. Cultural change is an imperative. Knowledge is a powerful force. Become a learning culture…
12 Branding Sins
1: The arrogance of success
2: The comfort of complacency
3: The building of organizational barriers and bureaucratic processes
4: The focus on analyst satisfaction rather than on customer satisfaction
5: The belief that what worked yesterday will work today
6: The failure to innovate
7: The lack of focus on the core customer
8: The backtracking to basics
9: The loss of relevance
10: The lack of a coherent Plan to Win
11: The lack of a balanced Brand-Business Scorecard
12: The disregard for the changing world
Is there one that is most often the culprit in brand failures?
As we say in the book, the Twelve Tendencies for Trouble are not independent of each other. These are all interconnected forces. A company that succumbs to one seems to succumb to more than one. There is no single culprit. Each of the Twelve Tendencies for Trouble must be avoided.
“Problem solution is the most effective way to stay relevant.”
Dr. Max McKeown is known as an author, a strategist, and a speaker. His new research is all about the power of now, outlining personal strategies to live better in the now. We can all learn to be more Nowist and increase our satisfaction even as we pursue our goals. No more endless worrying. No more feeling stuck.
This book is different from your previous work. What led to your study of the power of #Now?
All we’ve got is #Now! You, me, everyone. This is something we all have in common. Each moment of Now is about 3 seconds long, which means that your life is composed of about a billion moments. Our past is made of moments we can’t change; our future is made of moments that we can change. And Now is where you can make all the changes that will shape your life.
You’ll see that the circles on the cover represent the past and future while the # represents Now. It’s when your life is experiences, and action can be taken or not taken. And the book is about finding joy in moving forward. And so the book is also about the psychology of motivating yourself because motivation means to be moved.
“Now is where you can make all the changes that will shape your life.” -Max McKeown
What’s a Nowist mindset? What are some of the characteristics of a Nowist?
The Nowist mindset is about the ability and desire to always keep moving forward! And because it’s about a flexible mindset, rather than something fixed, we can all be a little bit more Nowist.
For most people, most of the time, it is better to lean towards action rather than inaction. It’s more productive and ultimately more enjoyable to listen to the voice telling you to keep moving rather than to slow down. And its healthier to embrace and use the spontaneous energy of life rather than complain, slow down or stop.
Nowists tend to take pleasure in the work itself; they don’t just wait until the job is finished. And that means they get more enjoyment out of everyday living and working, even when that includes disappointment or crisis. They are hard to stop and benefit from a powerful do-it-now energy. They roll with the punches and demonstrate what the book refers to as a ‘feisty spirit of survivorship’ even when faced with the worst that life has to offer.
“For most people, it is better to lean towards action rather than inaction.” -Max McKeown
We all have this amazing, really useful, ability to remember the past and imagine the future. The problem comes when you spend too much time and energy worrying about things rather than taking action to make things better. Some people try not to think about what they need to do next because they are too harsh on themselves. Other people think they are powerless, so they give up rather than figuring out useful next steps. And others forget to take joy in the day-to-day which means they are only kind of happy at the end of the task, for two seconds before worry or ambition sets in. Living as a Thenist can be very tiring and not much fun – you might miss out on living.
In a way, a Nowist mindset is about active optimism. You don’t just passively pretend that good things will happen. Instead you believe that you can make good things happen. And then you take action that will lead to a better future.
We need the ability to consider the past and the future, and we benefit when we can see our actions as connected with what happens to us. The best things are likely to happen when we combine the ability to look back and look ahead with the willingness to leap into action. We look while leaping, and leap while looking.
Of all of the studies you cite in your research, what surprised you most?
Michael Bungay Stanier is the founder of Box of Crayons, a company that helps organizations do great work. His latest book, The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever, landed on my desk and intrigued me because coaching is a skill all great leaders must master. I followed up and asked him to share more about his work in this area.
“The essence of coaching lies in helping others unlock their potential.” -Michael Bungay Stanier
What is a coaching habit, and why is it essential to good leadership?
You may know Daniel Goleman as the man who popularized the concept of emotional intelligence. He has written widely on the topic of leadership; in his Harvard Business Review article “Leadership That Gets Results,” he notes that there are six styles of leadership, all of them useful at one time or another and all of them with pros and cons.
Coaching is one of those six styles. It is the most powerful style for employee engagement and impact on culture, and it contributes to the bottom line. It is also the least-utilized leadership style. We need to change that.
We don’t want to turn busy managers and leaders into coaches. But we do want them to be more coach-like. What that means, at its heart, is staying curious a little longer, and rushing to advice-giving and action-taking a little more slowly. That’s easy to say —but hard to do—and it’s what we’re tackling in my new book, The Coaching Habit. The coaching part is straightforward: seven essential questions that every busy manager and leader can use. We then help you put those questions into action with the New Habit Formula, a simple but powerful tool to help you change your behavior by building new habits.
“Saying Yes more slowly means being willing to stay curious before committing.” -Michael Bungay Stanier
Know the Difference Between Being Helpful & Coaching
What’s the difference between being helpful and being a coach?
We all aspire to be helpful. Because you’re reading Skip’s blog, I’m certain you actually care about the people you lead and the difference you and they are making for your organization. You want to encourage great work: work that has more impact, and work that has more meaning.
If you have a tendency to jump in, fix things, take things on, rescue people . . . that’s not helpful.
If you, 20 seconds into a conversation, already have the answer and are just waiting for the other person to stop talking . . . that’s not helpful.
If you and your team are great at being tactical and getting everything done, but not that great at being strategic and figuring out the right things to get done . . . that’s not helpful.
If you are so busy helping everyone else that you don’t have the time to do what Cal Newport would call the Deep Work that your own projects require . . . that’s not helpful.
In short, if you recognize any of the three vicious cycles the busy manager faces — an over-dependent team, a sense of being overwhelmed, and a sense of disconnect from the work that matters — it could be that you’re guilty of being “helpful.”
Being more coach-like isn’t the only way to change this, but it certainly is one of the simplest and fastest ways. As I’ve said, at its essence, being more coach-like means staying curious a little longer and rushing to advice and action a little more slowly.
“When people talk, listen completely. Most people never listen.” -Ernest Hemingway
Almost everyone knows the basics of active listening. The problem is that this has given rise to FAL: fake active listening. That’s when you put your head to the side, nod occasionally, look concerned, and make small “nonverbal” noises of encouragement — all the time while thinking of something else completely.
In The Coaching Habit we offer eight “masterclasses” on how to ask a question well, and the notion of listening well is woven through all of them. I suggest that these are the four best places to start:
Ask one question only. It’s all too easy to end up asking three questions plus a few variations, which only leaves the other person confused.
Start to notice how quickly you want to jump in and share a thought, give an idea, offer up advice. See if you can wait another minute before you actually do.
Go deeper by asking the AWE question (more on that below).
“Listen” and stay curious on all channels. You may be able to listen even harder and ask questions better when you’re emailing and IM-ing. That is, these skills aren’t just in play when you’re talking to someone face to face.
Ask the Best Coaching Question in the World
Would you explain for our readers the concept of AWE and how it can transform conversations?
Ah — you’ve picked up on the best coaching question in the world. And what’s perfect is that its acronym is AWE — so it’s literally an awesome question.
AWE is short for “And what else?”
And if this feels a little anticlimactic after the claim that this is the best coaching question in the world, let me explain the two reasons why it is.
To start, AWE supercharges every other question you have. I can promise you that the first answer someone gives you is never their only answer, and it is rarely their best answer. AWE helps mine what is there.
And then, AWE is a powerful self-management tool. You’ve picked up by now that my goal is for you to stay curious a little longer and to rush to advice and action a little more slowly. That’s harder to do than you’d think, because you’ve got a lifetime’s experience of jumping in. “And what else?” is the simplest question to ask to keep you curious. And if you’re asking the question, you’re not giving the answer.
Don’t Start With Why
You take on Peter Senge and Simon Sinek, saying to ignore both authors and not start a question with “Why?” I can’t resist: Why?
Ha! I see what you’re doing here, Skip. Look, questions that begin with “why” can be very powerful, as both Senge and Sinek show. But for most busy managers, Why questions have two particular dangers.
First, you have to get the tone exactly right or your question will come across more as accusatory than simply curious. It can sound like, “Why the heck did you do that?”
Second, why questions are often about getting more details of the story — “Give me the background.” And you want the background information so that you are able to offer some really good advice. But here’s the thing: I want our leaders to be offering up a little less advice. So if you realize that it’s not your job to give advice (or at least, it is much less often than you think) but rather to help people figure things out for themselves, then you’ll also realize that you don’t need to know the details — so you don’t need to ask, “Why?”
“To be on a quest is nothing more or less than to become an asker of questions.” -Sam Keen
Silence is not something most of us are comfortable with. I’ve watched people fill in the empty space in every way possible. Why is it important to be comfortable with silence?
It’s true, isn’t it? One, two seconds of silence happen, and then the words rush in to fill the gap. Becoming comfortable with silence is an extremely powerful tool for a couple of reasons.
One, silence allows those who need a little more time to think things through to do just that. Susan Cain in her book Quiet has really helped wave the flag for the needs of the introvert. So follow the advice in the book’s title: be quiet and allow people to think.
And two, silence is a self-management tool. If you can get comfortable with silence, you’ve found a way to stop yourself from rushing in to fix things, solve things, make things better. The other person will fill that space for you.
“Silence is often a measure of success.” -Michael Bungay Stanier
Ellen R. Auster and Lisa Hillenbrand are the authors of STRAGILITY:Excelling at Strategic Changes. Ellen Auster is Professor of Strategic Management at York University. Lisa Hillenbrand is the founder of Lisa Hillenbrand & Associates. Their new book provides an actionable guide to helping strategy turn into successful execution. The authors have joined forces and have a new consulting firm called Stragility Change Management.
I recently asked them about their research and work in helping leaders excel at strategic change.
“In a period of rapid structural change, the only ones who survive are the Change Leaders.” -Peter Drucker
Stragility is our word for Strategic, Agile, People Powered Change. It is the skills we all need to successfully lead organizational change. Tragically, 70% of changes fail — leaving companies and careers in ruin. Stragility skills can help all of us beat these odds. Whether you are a CEO, a midlevel manager, or front line supervisor, our book will help you lead successful change.
There are four critical Stragility Skills: sense and shift strategy, embrace the politics to build support for the change, inspire and engage the organization, and build change fitness to counter the change fatigue that is epidemic in our organizations today.
Skills to Excel at Strategic Changes
The title of Chapter 2 is intriguing “From Lock and Load to Sense and Shift.” Would you explain a little more about this shift in thinking?
Faced with relentless pressures, locking and loading on strategy is tempting but not a good idea. The world is always changing, and we need to stay ahead of the pack to succeed, or we’ll get blindsided. So sensing and shifting is about checking macro forces, keeping an eye on competitors’ moves, and watching those on the periphery on a regular basis. That way we can avoid, for example, what happened to Blackberry – once so dominant in cell phones, but so focused on competing incrementally that they totally missed the disruptive game-changing iPhone.
“Unless people are convinced about what you are asking them to do, they are not going to make it happen.” -Ravi Kant
Doing regular internal check-ins to see what’s working well that can be amplified or re-applied and to identify what’s not working well that needs to be addressed is also key to continuing to evolve and staying out in front.
For example, Macy’s CEO Terry Lundgren has successfully steered Macy’s through a decade of growth by sensing and shifting strategies to delight customers. They’ve tailored offerings in each store, focused on developing employees’ selling skills, and become increasingly good at embracing new channels – like mobile and digital sales. We advocate that all organizations, big and small, sense and shift strategies to better serve customers and deliver their missions.
“One of the penalties for refusing to participate in politics is that you end up being governed by your inferiors.” -Plato
Politics is a negative word to most, but you say to embrace it. Why is this so critical to change management?
Ignoring politics or trying to push people forward when they’re resisting usually backfires and leads to more escalation not less. However, when we enroll people in the changes, understand their point of view, and address their concerns, then we not only can move forward, but we build commitment, passion and ownership. As a result, everyone offers their best ideas and helps to propel the change forward. Beyond the immediate change, this is also essential for creating receptivity to future changes.
In his first week as President of KFC, David Novak faced a national franchisee meeting full of angry franchisees. Business was soft and they were furious. In the face of this, Novak needed to marshal his political skills. Instead of getting defensive, he began the meeting by reminding everyone of their shared purpose and mission and then listened to concerns. Then, he divided the group into breakout sessions, each with the task of imagining they were President of KFC and coming up with an action plan. The groups returned with three proposals: improve quality, train people, and launch new menu items. And that’s what they did. And in the process they got back to growing. It is a great example of managing the politics and emotions of change.
McKinsey Study: Organizations built on strengths 2x more likely to succeed than those focused on problems.
Talk a little about the importance of key influencers in driving change.
Key influencers are individuals who are the opinion leaders in the organization. These key influencers often have the resources, skills or social networks needed to win over the hearts and minds of the larger group. Influencers can also be very helpful in enabling their groups or teams to understand the pros and cons of change from the standpoint of different stakeholders, and in persuading others to support the change.
In addition to listening and engaging with those predisposed positively towards the change, we also need to work with key influencers who are more skeptical. Most leaders are inclined to pay attention to the supporters and ignore the skeptics. As tempting as it is to walk away from so-called skeptics, this is rarely the best approach.
In reality, many are what we’d call “positive skeptics.” That is, they believe that the change has flaws that need to be addressed. Engaging these skeptics has many benefits. They can be catalysts for rethinking different aspects of the change to make it more successful – which can save teams months of rework by catching flaws early. Second, involving them often leads to their increased ownership and commitment. Instead of standing on the sidelines, they often become change as the change rolls out. Finally, engaging them sends a powerful signal to the rest of the organization that all voices and opinions are important, alternative points of view can be heard, and constructive feedback on this and future efforts is welcome.
“People often have insufficient understanding of why they need to change.”
If you are looking to develop a strong global brand, you will find two names consistently mentioned as “go-to” experts: Larry Light and Joan Kiddon. They have just released a second edition of their book on branding, Six Rules of Brand Revitalization.
I recently spoke with the authors about their new book and the rules of branding.
6 Rules of Brand Revitalization
1. Refocus the organization.
Where do most corporate leaders get it wrong?
They tend to believe that “refocus” can happen through tools and templates and HR seminars. Refocus is more than filling in the blanks and talking the talk. When there is a conflict between strategy and culture, culture wins. A commitment to change requires refocusing of the cultural mindset that emanates from the top down. Merely embarking on a training program to encourage a focus on new tools, templates, and techniques can distract from the need to accomplish both the behavioral and attitudinal modifications that foster culture change.
“Refocusing an organization around common goals is the first step for brand revitalization.” -Light / Kiddon
What tip would you provide to a leadership team in the midst of this refocus?
Leaders are different from commanders. Commanders manage by telling people what to do. They create acceptors. Leaders create believers. Acceptors go through the motions complying with the new processes and behaviors. Believers have true commitment that this refocus is a better path to a successful future. Acceptors are not the same as adherents. The leader must be the one to set the tone and drive the change for all to see and emulate. Leaders must demonstrate commitment if they expect people to become believers in the new world.
“The leader must set the tone and drive change.” -Light / Kiddon
What are the best ways to stay on top of changing customer expectations?
Stay up-to-date with all available information. Read a variety of sources, not just in your business’ field but also across many disciplines. Include regular market research reports. But also include what is happening in the world around us. Be observant. Be informed. Be open to new ideas.
In this world of access to “big data’” there is now a focus on data analytics. Analysis can tell us about what is happening today. Analysis is about the decomposition of data. But real insight does not come from analysis. It comes from creative synthesis. Analysis is about taking data apart. Synthesis is about putting together disparate sources of information in original ways. Synthesis is about detecting patterns that others fail to see. Keeping a brand relevant will involve both analysis and synthesis. Make sure that the organization is open and conducive to creative synthesis.
The total brand experience includes consideration, shopping, purchase, use, service, online, offline, brand communications, handling of customer complaints, and so on. Every touch point with the customer is a part of the total brand experience. It includes every aspect of the brand promise: functional benefits, emotional and social rewards, solutions to problems, and so forth.
“Every touch point with the customer is a part of the total brand experience.” -Light / Kiddon