Launching a new brand? The most important people in the process are you staff. Do they know why you are rebranding? Do they even know what a brand is? This presentation highlights key challenges to launching a brand internally alongside solutions to those challenges. Good luck!
Find out how staff want to be communicated with
Segment staff audience ‘types’ and treat them differently
Assess the most effective communication media and formats
Continually adjust and test communications to suit internal audience
Make communications relevant to staff </li></li></ul><li>Challenge # 4 – What, when and other ‘Ws’<br /><ul><li>Rebranding can mean uncertainty for many as it’s ‘The Unknown’
When will public facing staff be trained? How will branding be rolled out? What brand tools will be available? Who is leading on the rebrand? Which offices will be rebranded first? Why are we even having a rebrand?
Be very clear about what is happening, when and why
Engaging staff so they are involved or have some say when activity takes place can create additional buy-in</li></li></ul><li>Challenge # 5 – Consistent Colin not Jekyll and Hyde...<br /><ul><li>To be a credible brand, staff need to reflect the brand values. This means all staff , services and communications being consistent with the brand.
Everything the organisation and its staff do either builds on the brand or works against the brand. Consistency reinforces brand values resulting in a stronger brand.
Give staff time and space to understand the brand values
Explain ‘We are all in this together’ – everyone needs to pull their weight
Continually review staff understanding of the brand, send reminders and share feel-good stories about staff and the brand</li></li></ul><li>Challenge # 6 – Remember: it’s marathon not a sprint<br /><ul><li>Maintaining momentum and interest in the brand values is challenging
So too, is knowing where to invest time and money in the brand’s development
Some rebrands require a change of culture which requires strong leadership
Get the thinking cap on Plan, Plan, Plan ways to keep the brand values top-of-staff-minds
Ensure the CEO and directors are seen as brand champions that continually communicate about – and live – the brand</li></li></ul><li>Challenge # 7 – Measures of Success<br /><ul><li>How do we measure the success of the rebrand with staff?
What is the best way to measure the success of the internal comms around the rebrand?
Use tools available to measure internal engagement such as hits on the intranet; logo or brand guideline downloads; staff survey responses or attendance at brand talks
Overlay internal data with external brand metrics and benchmark against other organisations</li></li></ul><li>Final Challenge – We got a new brand, now what do we do with it?<br /><ul><li>Once the rebrand has taken place, it’s just the start...
Ways to maintain staff buy-in after the launch:
“Get them early” – present the brand at new staff inductions
Ensure on-going staff training, dialogue and sharing of successes