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“Managing Ethos – Staying True” Withstanding the pressure through your brand

“Managing Ethos – Staying True” Withstanding the pressure through your brand. UNCERTAINTY. A brand may be the name or symbol that is used to sell products or services. BUT It is also the emotional connection & associations people have when they think about you. . A brand is WHAT YOU STAND FOR.

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“Managing Ethos – Staying True” Withstanding the pressure through your brand

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  1. “Managing Ethos – Staying True”Withstanding the pressure through your brand

  2. UNCERTAINTY

  3. A brand may be the name or symbol that is used to sell products or services.BUT It is also the emotional connection & associations people have when they think about you. 

  4. A brand is WHAT YOU STAND FOR

  5. The private sector: the ‘for profit’ bottom line: The “right” products/services i.e. brand Satisfied and loyal consumers. Strong consumer demand. Profit target met.

  6. Anthony Stanton Ltd Successful organisations, flourishing staff ‘Not for Profit’ Bottom Line The right products or services (in terms of quality, cost, innovation) Satisfied and loyal Donors/Employees/Volunteers etc Strong public reputation. Financial targets met

  7. Ethos - core purpose, culture & mission The ‘bottom line” BRAND The business & people strategies People manage- ment Policies Applied by effective line managers Ability Powerful workforce behaviours Morale Social Capital Oppor- tunity

  8. STAYING TRUE - Akey role of the line manager in delivery • ‘Manifest’ the brand promise to other employees - make clear the vision to staff so that “all working in same direction and delivering consistent ‘customer’ experience” • Hold employees to account for delivering their side of the bargain by : • Clarifying the values • Generating examples of “on” and “off” brand behaviour • Identifying the ‘Brand Touch points’ i.e. key moments of truth • Sharing with others how the values are relevant in the touch points • Giving direction for appropriate decisions/behaviours • Benefits: attract, retain and motivate the right people to behave in sync with each other • The organisation’s brand ‘promise’ constantly re-sells to the right people why the organisation is the place where they should work and how their behaviour should be, to be ‘right’.

  9. Breaching the brand promise • The brand directs and guides behaviours and raises expectations of employees • Penalty for breach – must ‘live the brand’. ‘The proof of the pudding …’ • If you can’t deliver it, don’t make the promise.

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