In-Short
Humans are not innately-great communicators, but we can be better and the success of our projects depend on it. So if we’re not investing in communicating better, we’re not investing in our success.

In-Depth
Words mean different things to different people. Our minds don’t all work the same. We come from different cultures and life experiences. There are layers of differences between us, each one making communication more difficult.

But one thing is common among humans: we are selfish. We see the world from our unique perspective and because of the differences mentioned above, we struggle to understand how information is received by others, or must be received by others, in order to gain alignment.

I don’t know that communication can or should be easy when people first come together. Perhaps it is the difficulty of understanding one another that brings us closer together, allowing us to break through those differences to understand the world more holistically.

What I do know is that it is possible to make communication more effective. It’s possible to become better at getting a team all on the same page and moving in lockstep. It’s also possible to align leadership with the front lines.

1. Align at a High Level
Start by aligning at a high level. All of the companies or teams we’ve seen in disarray are in that state because there isn’t alignment on the basic principles, objective and goals.

No project should start until those are clear. It would be like playing a game of soccer with no lines or goals. Just people running around aimlessly fighting for control of the ball. But to what end?

From leadership, to the front lines, everyone needs to be aligned with the principles that drive decisions, the objective of the mission and the specific goals by which we will determine our progress and success.

Start there and don’t move on until those are clear. How do we make these clear?

We Simplify.
We make them super simple so that everyone involved can understand them, no matter their level within the organization or life experience.

We Use Analogies.
We draw comparisons to commonly understood situations in order to ground everyone in the principles at play.  This helps to define the end result which does not yet exist and, so, may be intangible to some.

We Draw Pictures.
We communicate through senses, using words, pictures or drawings and design (clean and simple decks) so that audible and visual learners are grounded and grasp the key points.

2. Root Out the “Devil in the Details”
Great, we’re agreed on things at a high level. At this point, it’s easy to think we are all on the same page. We are not.

We’ve done our best to clearly communicate, but this is where all those differences mentioned above come into play. This is also where all the known unknowns and unknown-unknowns come into play.

We need to get down into the details, sort through the various unknowns and keep everyone aligned as we weave our way towards a solution one-step-in-the-process at a time. How do we move the project forward while keeping everyone aligned?

Be Specific.
We make words matter. We must choose them carefully and attempt to avoid any confusion over what is meant. For example, “Fast” can mean different things to different people: how fast? Use numbers and examples, as numbers are more specific and leave little to the imagination while examples make the intangible tangible.

Show the Math.
We are transparent with the information uncovered, bring people along through our thinking and progress in order to illustrate how we came to each step and the final solution. We don’t want to be debating answers; we want others to validate and build off of our equation.

Create Tools to Communicate.
We create detailed communication tools designed for everyone involved, the responsible team and those who need to evaluate or use what the team creates. Sometimes these can be a single document; but because we’re diving into the details to show our math, most often this means one document for the immediate team and one document to communicate outwards– taking into account the needs, perspective and level of understanding of others.

3. Map Back
Rooting out the devil in the details is often referred to as being in the weeds. I tend to describe it as urban combat, going from house to house ensuring the city is properly mapped and clear of any danger. It’s easy to get lost, wind up in the wrong neighborhood, get pinned down or distracted.

This is not the fault of those going house to house. The natural tradeoff to being on the ground is that we lose the perspective from above. This is why it’s important to regularly map back to that high-level alignment.

Check Back-Up
There’s a reason the military flies drones over combat zones; and before that technology existed, they used blimps and hot air balloons. People on the ground need a perspective of the forest while making their way through the trees. Just the act of checking back up forces teams to step back, compile data and form a vision greater than their daily point of view. The perspective back down is the second benefit. The alignment between those two perspectives is the third.

Triangulate
Humans only have a 135-degree field of view, seeing less than 38% of the field of play. Add our world view, prejudices, fears and desires to the equation and we’re accurately viewing less than a quarter of what is happening. We need to triangulate our view, relying on the people above, below and next to us to provide an accurate map in order to determine the best path forward.

Start at the Beginning
There is something magical about the moment of conception. There’s a bit of lightening in a bottle that happens. The dots come into focus and become connected. There’s clarity–at least for a moment–because that clarity naturally fades as projects progress and the team wades through the weeds. It’s critical to document that clarity at the start of the project and return to that point of clarity regularly. The lightening might be gone but the clarity should still exist, providing the grounding and re-centering that sent you on the journey to begin with.

Communication is not easy–may never be easy–but we can be better. We must be better. Our project and culture depend on it.

Let’s Fix, Build, Amplify

We help organizations realize their potential by partnering with leadership and working throughout the organization to fix what’s broken, build what’s missing and amplify what’s working; unlocking the brand’s ability to compete and win in today’s consumer-centric environment.

What do we do?
We call it brand-centric organizational design: We align your entire organization around building customer experiences that fully embody your brand ethos, so your product or service breaks through the noise and captures not just sales but long-term brand loyalty.

How we do what we do?
We make the dots crystal clear, then connect them, for everyone in the organization.

Step 1: Map The Brand
We use the same proprietary process developed at Patagonia and implemented with over 75 brands to define both your brand platform and the consumer’s path to loyalty, creating tools that enable your organization to execute in lock step. This is brand mapping, not creative ideation.

Step 2: Co-Create Processes & Plans
We train your organization to use the brand platform and tools by co-designing with your team the go to market plans, processes and platforms that will create consistent customer experiences that drive long-term brand loyalty.

Step 3: Implement & Optimize
We pull together a collective of experts to work cross-functionally with teams –from leadership to the front lines– to measure, analyze and optimize go to market execution. This is in the trenches, digging side by side with your team to help realize your organizations potential and the potential of your brand.

Learn more about our process and why it works.

Who is our service for?
We work across a variety of industries which have included SaaS providers, CPGs, apparel brands and event companies at various stages of growth, from startups to established brands looking to reignite rapid growth. The one thing they all have in common is a desire to use business for the social good.

Why we do it?
Because right now, business is the greatest force for cultural change; and life as we know it on this planet depends on changing the way we think and act.

Learn more about our Why.

Growth & Overcoming The Seven Headwinds

GROWTH. If you’re not growing, you’re dying; and so every company is looking for growth of one kind or another–top line, bottom line or impact (preferably all three).

But there are seven headwinds to this growth we desire, which makes for tough sailing. Let’s quickly go over these before moving on to how we drive sustainable growth:

  1. Consumer empowerment
    There’s no hiding or bullshitting when consumers have all the information at their fingertips; they can go deep, compare, find out what others think and instantly reach thousands.
  2. Rapid Innovation & Mimicry
    It’s easier and faster than ever for others to simply copy what you’re doing, making competing on features and benefits moot as customs can soon find them everywhere.
  3. Shrinking Barriers to Entry
    Just about anyone can get in the game, creating more noise and consumer confusion, whether what they’re peddling is the real deal or not.
  4. Marketing Evolution & Cost
    Vehicles, tactics and algorithms are changing constantly. What worked yesterday or last season may not work well today, and what does work catches on fast (see #2), drawing more competition and, therefore, increased costs.
  5. Competition for Human Capital
    Great employees have never been more important, but they are hard to find and they are expensive–– especially when competing with the draw of Wall Street and big tech.
  6. Multi-Channel Complexity
    The addition of digital commerce and the shifting landscape of retail, combined with the consumer’s desire for –or rather, expectation of– instant gratification and a seamless multi-channel experience brings ever-increasing operational complexity.
  7. Price Pressure
    Larger companies, unable to compete due to headwinds 1-6 attempt a short-cut, race to the bottom on prices, taking smaller margins or even losses to push the competition out and with all that consumer empowerment, it’s easy to make the cheaper choice.   

The Antidote
The antidote to these headwinds is brand loyalty, an often misunderstood bond between the customer and the product or service provider. Let’s dispel the mysteries.

Brand Loyalty is the act of full price repeat purchases without considering the competition.

If consumers value what we stand for and want to represent those principles and values, we have the potential for brand loyalty.

When we repeatedly create customer experiences that exemplify our principles and values, we will attract and retain like-minded customers, cultivating brand loyalty: the key driver of high-margin sustainable growth.

Cultivating Loyalty
That growth all starts with defining our brand, our unique set of principles and values that create a one-of-kind value proposition. Historically, when a company set out to define its brand it turned to a creative agency. And while that ad, tagline, catchy jingle and image of happy people living their best life used to be enough, those days are gone (due in large part to those seven headwinds). What consumers experience today is our culture, not our marketing.

They are empowered with information, crave authenticity and demand accountability. They want to know what is happening inside our company, how we are living up to our brand promise and the experience others have had.

The brand ethos needs to be embodied in every decision the organization makes so that it authentically pours out of every consumer touch point.

The organizational filter, the people, processes and systems that make up your organization are what will define your brand, because it is these elements that define the customer experience.

  • People are decision making machines and the larger the organization, the more decisions are being made; centralized control of your brand ethos is not an option.
  • Processes are the guardrails to those decisions flying down the operational highway, they drive the flow of information and alignment.
  • Systems are the roads; they increase the speed of decisions, amplifying people and keeping them headed in the right direction

When we align our people, process and systems with our brand ethos, the organizational filter takes on an amplifying effect, attracting like-minded customers, building long-term relationships with those customers and transforming them into brand evangelists.

Building a brand and brand loyalty is no longer a marketing exercise; it’s organizational development. We’re here to help you fix, build and amplify your go-to-market organization.