Ebook: Three Vital Questions to Address in a Rebrand

Overlooking these questions will undermine the critical support you need to build from within.

Huge infernos begin with a single flame. Major change starts that way, too. It could happen at a meeting of the board of directors. It could be at lunch shared by a cross section of leaders and managers. Or, it could happen on an elevator between floors. One day, someone goes beyond thinking about it and says, “What about a rebrand?”

There’s your spark. 

Rebrand. Seven letters. A verb with tremendous implications. Just making the suggestion takes courage. A rebrand is a complex, comprehensive project that will take weeks, months or longer. It’s risky. It is an investment. It signals progress. It forces change. It could be loved. It could be hated. It will be hard work.

A rebrand will impact an organization in dozens of ways internally and externally. If executed properly, a rebrand will unite your organization in direction and vision. It is one of the greatest strategic tools for a leader who needs to renew confidence and strengthen an organization’s spirit. But in order to succeed, you must anticipate three vital questions and address them for every person, ideally as part of the rebranding process.

Question 1: What does this mean to me?

A rebrand affects everyone from the board room to the mail room. It is designed as a solution for the entire organization. Its purpose can be explained in charts, PowerPoint presentations, market studies and projections. Clearly, it is for the good of the organization. But the individuals who compose that organization need to see what it means to them. Directly. Personally.

Every person in your organization has an impact on your success. What they think and how they feel makes a difference in their job performance. How they perform individually affects the people around them. Their coworkers can perceive attitude. And if one person chooses to vocalize their internal displeasure or skepticism, others will listen. Very quickly, they begin to agree. Opinions become masked as facts — and suddenly the whole project — is threatened. The less information shared, the greater the opportunity for fabrications and rumors….

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