There’s a lot of talk about having brand values. What are they and why are they important? There are many benefits to having a strong brand; but where does that brand come from and how is it developed?

Everything that exists begins as a vision in the mind and heart of its creator. We build many things in our lifetime, including homes, careers, and families. We have hopes and expectations for the long-term outcomes of those things. We also have hopes and expectations for the success of the brands we build.

Even though there are similar organizations in similar market segments, no two brands can or should be alike. A baby is made from a mix of DNA, she receives from not just her parents but from all of her ancestors. And similarly, a brand grows from a base of the core values of its owner(s) and all the people who’ve contributed over time to make the owner(s) who he or she is today.

But few leaders take their values into consideration when building their brands. They feel compelled to put some type of vision, mission, and values down because the business books tell them they should. So they pick words and phrases that come out of a book, without really taking time to consider if those things are right for them and right for what they’re trying to build. Words and phrases like: customer-centric, empowered number one, innovative, and risk taking pepper countless strategic plans.

There are two big problems with using those or any other words, in your foundational philosophy. First, each of us defines words slightly differently based on our experiences and education, this leads your staff and customers/donors to have a slightly different set of expectations on how the company should live up to those values. Which leads to the second problem. People expect you to live up to them!

Therein lies the purpose of an organization and it’s values. They are supposed to exist to guide the behavior and decision making of leaders and staff. They create expectations in the minds of employees and consumers. The leadership and the staff must live up to those values and live out those values every single day, in every single customer interaction, and in every single internal interaction. That’s right. The brand values also govern interactions between those inside the brand.

Here’s where the problems begin for many organizations, just like they do for people.

When you say “Nothing’s more important than my health,” then regularly eat junk food, don’t exercise, and engage in dangerous behaviors, your actions are telling everyone that you don’t really believe what you say you believe.

It’s in those moments when a decision must be made that values appear. The more you wrestle with a decision, the more your values are in question.

If you have the opportunity to take on a new client that could bring in a lot of money but you don’t feel the client is particularly ethical, or the contract would involve a great deal of travel and you say your family is important to you, those are moments when you’ll be choosing between two things you value and the one you value most will win.

Owners, managers and decision makers face these choices every day.

So, what do you value and how are those values demonstrated in the way your brand operates?

Your next step: Take some time to reflect on what you want your brand to be known for. Make a list of those things. Compare them to your existing values. Do your day-to-day actions support the things you’ve listed? Ask your staff to anonymous identify when your brands actions are out of alignment with your stated values.

We’d love to discuss how we can help you do that.

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