Companies Need to Deliver on Their Brand Promises, Beliefs

When conveying a certain message to employees, business leaders need to make sure they’re all on the same page when it comes to company standards.

It’s a common issue for many organizations. Top executives establish brand-specific goals, promises and beliefs but, when it comes to consistently communicating them to customers, employees fail to deliver.

The consequences can be costly. New Gallup research shows that invested employees who care about their company’s purpose and identity perform better than employees who aren’t.

The same goes for customers. When they believe in a brand and what it stands for, they spend nearly twice the amount as people who aren’t as aligned.

Gallup has determined five key questions business leaders should ask when trying to bridge the gap between what their companies aspire to be and how they really act.

Companies can use the questions, to learn how to have employees who best deliver on their brand identity and inspire their customers, according to Gallup.

How do the company leaders communicate an organization’s purpose?

The best leaders lead by example and encourage employees to embody their values. If a company wants to innovate and offer new kinds of products and services, they need to reward risk-taking, not penalize it. They should always mean what they say.

Do the company’s values and behaviors support its identity?

Companies should clearly state and demonstrate their company’s values to assure they support its identity. Create occasions and social interactions to strengthen an organization’s desired identity.

Who works for the company?

Businesses must develop employees in ways that reinforce an organization’s values. Companies may attract new hires with the promise of a certain employee experience. But if managers don’t deliver it, that employee is going to feel dissatisfied and less likely to communicate a company’s brand beliefs when dealing with customers.

Does the company’s organizational structure deliver on its promises? How a company works internally affects employee and customer perceptions of the organization overall. If the company claims to have excellent customer service, for example, but constantly shuttles customers from person to person, it isn’t going to succeed in that area.

How does the company measure and reward performance?

Goal setting, and accountability should be tied to employees’ abilities to fulfill a company’s promises and purpose.

When measurements and incentives are inconsistent for employees, it can leads to confusion and inconsistency for customers.

Any new initiative to address these questions should align closely with an organization’s identity, rather than work in a vacuum. Doing so will help bridge the gap between what a company is communicating and what it wants to communicate, which ultimately will help employees attract and retain customers.

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