Your employees are your brand, according to an all-star panel of communicators at the recent workshop, “Building an Agency’s Brand and Defining the Audience.”
The Federal Communicators Network (FCN) and the Partnership for Public Service sponsored this conversation on how to build a strong brand and better define your audience. This lively discussion featured real-world stories from professional communicators who have honed their organization’s brand and established a clear customer base.
Panelists included Danielle Blumenthal (NIST), Bill Walsh (AARP), Suki Baz (National Park Service) and moderator Dave Herbert (NGS).
Suki Baz began by describing the rebranding efforts going on at the National Park Service. They have a logo that’s iconic and instantly recognizable. However, the design of the NPS arrowhead is limiting, as it was designed before the needs of web pages and social media. As their 100th anniversary approaches, they’re reintroducing their logo with a fresh new feel that’s designed to appeal to millennials.
However, NPS recognizes that to appeal to younger audiences they need to do more than just change their logo. NPS is adding to their social media teams and encouraging their parks to actively engage with younger audiences, particularly online.
(An aside: of course I asked NPS about how they never respond to my tweets! Unsurprisingly, NPS is a large bureaucracy like any other one. Suki has little control over what local park districts do. So, how do you get in touch with a park if you have an issue? She suggested calling.)
Another organization that has approached rebranding is AARP. For most people, it’s an organization synonymous with senior citizens. The arrival of a letter inviting you to join AARP is like an official acknowledgment of old age. Bill Walsh of AARP hopes to change all that. AARP no longer stands for the American Association of Retired Persons. Instead, it’s just AARP these days. They’ve modernized their web, print and social media materials to reach out to Baby Boomers – you only need to be 50 to join. These efforts fall under a single banner: Real Possibilities. AARP no longer wants to be known just for travel discounts – they want to be seen as an organization that will help you reach your potential through career and life advice.
Employees are a key element in this transition. AARP has offices nationwide and a cadre of volunteers. Field offices have been provided with briefing materials and messaging guides so that the organization can speak in a single, consistent voice.
Danielle Blumenthal underscored this point with examples from her career in federal government. Her experience is been that most people don’t read the employee newsletter. The way to reach busy employees is through short, concise, valuable content. Instead of doing a newsletter, she suggests sending out a daily email with the three things that you need to know for the day. You need to focus on value (the things employees care about) and be real (speak as a person, not an organization). After all, the first people you need to sell your brand to are your own employees.
Employees are brand ambassadors. The public builds impressions of brands based upon the experience they have with them. New logos and redesign efforts are only part of the solution to modernizing a brand. Employees are the key element in any transition for they embody the brand.
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