Know-How Exchange : Branding

Michele, (are you reading my mind).

Michele has communicated my very sentiments almost verbatim.

IT'S DIFFICULT BUT BE A CHANGE DRIVER BECAUSE THOSE WHO WON'T CHANGE WILL EVENTUALLY DESTROY YOUR COMPANY....

I'm trying to be very positive here but you need to win someone from upper management or you will most definitely have an up hill battle. I hate to say this but it's true anyway...this is the very reason why during the first phases of right-sizing in the banking industry during the eighties companies would often get rid of the high end resistance they expected from front liners or well anchored staff members who would be hostile to change. Getting people to CHANGE is one of the hardest conflicts people have yet to resolve without great difficulty or a whole lot of money. Because those you can't win to your point of view must be left-behind. Again Michele has given you some great input. Is there anything else I can do for you?

Your Servant, Deremiah, *CPE (Customer Passion Evangelist)

Well chua.li.tinn,

WIN ONE PERSON AT A TIME...
If you have one person who is willing to back you that's good but if you have more than a couple who would be willing to back you up that's GREAT! But do you have at least one person from your group who has been with the company a long time who can see the value of what you want to do. If you don't have one you need to get at least one for starters.

MAKE YOUR APPEAL AWAY FROM THE OFFICE...
It would be best if you met with this person one on one for lunch or breakfast under relaxed circumstances and away from your company. Then appeal to them for support and clearly explain your position and outline the major benefts of the re-brand. If you really have value you should be able to pitch a convincing story selling them on the future benefits and the dream.

LAY OUT THE PROS AND CONS FAIRLY AND COMMUNICATE CONVINCINGLY EXPECTING THAT THERE MAY BE SOME OBJECTIONS...LISTEN TO THE OBJECTIONS AND RESPOND WITH INTELLIGENT ANSWERS...
Also lay-out the pros and cons and really be fair about how you position them when you lay them out on paper (so that you are giving credit to some of the old concepts but communicating how the new concepts will get your organization greater mileage with more bang for your buck).

I hope this get's you started. Let me know what you think and what else you feel you may need to know. Thanks for your time.

Your Servant, Deremiah, *CPE (Customer Passion Evangelist)

Dear LiTenn,

As someone who has some working familariarity with executive recruiters, I can understand your challenge. The 'gunslingers' who bring in the bounties are very often reluctant to change, and management is often reluctant to push them out of their comfort zone for that very reason.

That said, everyone's advice so far is quite solid. I would add only that the Senior Executive in charge (president, CEO, owner) must be willing to share the strategic vision behind the changes to be made. That vision must be communicated to all with a sense of urgency. It must be backed by a committment of resources (new systems, branding, whatever) that is needed to 'make it happen'.

People (front-line or wherever) usually fail due to lack of communication and resources, not ability or desire. However, those few who refuse to 'get it' need to be told, as Vince Lombardi once said, "You'll either be fired-up with enthusiasm or fired with enthusiasm."

Good luck, you've got your work cut out for you.

Hello,

I agree with Michele and the others about bringing in an outside consultant.

There is always resistance to change from senior staff and they will never respect a "new guy", new "rule", and they WILL NOT respond well to threats.

I am finishing up the rebranding of one company and almost done with a few others. It would be my pleasure to talk to you about coming out and speaking with the staff for a few days in an effort to get them to conform. Addtionally, we will devise strategic approaches for each of them, and help you build a structured model to follow after we are have left.

Of course, there is a lot involved and I can provide more specific answers when provided with more specific details. Please feel free to contact me (just click on my name) and we can discuss the needs, parameters, deliverables, etc.

Thank You and Good Luck!

--BLaine Wilkerson

Seems like you understand the problem and what to do about it, an external consultant is a good idea because it would add focus and a sense of "must do" to your business.

I am sure that anyone who has every rebranded a business would recognise your issues, and have dealt with them in similar ways:

1. Get senior management buy-in
2. Understand your 'promise'
3. Communicate it Internally, THEN Externally
4. Measure and Review

Good Luck