We are going to save you a lot of future headaches. Are you ready? OK, here goes. This is a list of things NOT TO DO if and when you ever lead the organization you care about through a process that leads to revisioning, rebranding, or in any way re-articulating your core purpose and values:
- Never, ever, ever, ever let your leaders do it (even mostly) on their own;
- Don't assume that people in your organization will care about your new purpose/values/brand, "buy in" to your ideas, and/or support your new direction just because you ask them what they think after you've already made the decision;
- Don't think anybody outside of your organization will be convinced by your new purpose/values/brand if the people inside your organization don't.
This organization appears to be using a process that is, unfortunately, still all too common. Probably, at some point in the past two decades, your organization has used it. It is a top down process that characterizes the consumable approach of the modern era. It's the way most strategic processes and rebranding efforts in the second half of the 20th century happened. First, you interview "several" members. Then the leaders – board and staff – meet to refine the core identity of the organization. Then they want input (and buy-in) from their members. The implicit (and most certainly unintentional) message that gets sent to their members is this:As you may know, [our organization] has been having conversation about re-branding. We are aware that our name reflects a reality of the past....With our recent success...it is our belief that a new name should reflect this new reality.
We have been fortunate to have the opportunity to work with...a communications/branding consultant. He has been busy, doing a lot of background work to help us go through the rebranding process. He and his staff have interviewed several members to get their core values and impressions of the organization. He has led a task force of board and staff members through a process of refining the information from the interviews into a core identity of the organization. We are now at the point that we would like to test a few recommendations and ideas...
To that end, we are setting up a series of conference call focus groups...
We would like to include you...
No other prep is necessary, except for an open mind.
- We know what's best;
- Trust us to tell you who "we" are as an organization and what matters to "us";
- All you have to do is "have an open mind" and buy what we're selling.
It doesn't have to be this way.
Are you thinking about a revisioning, rebranding, regrouping effort in your organization??
Make it your goal to involve as many people as possible right from the very start – both from within and from outside your organization – in a purposeful, playful, and radically participative process.
We have designed processes for some organizations that involved 2000-3000 people! It is possible. And we have seen miracles happen when leaders dare to let go of control and involve people, right from the start, in discerning a sense of common purpose and direction. It'll take more time. It'll probably cost more money. It'll require some really good facilitation skills. But it'll be worth it because, in the end, you won't have to ask people to have open minds. Instead, they will know that you have already put all of your minds, hearts, passions, and gifts to work. And they will have a sense that they are doing what matters...to them, to your organization, and to the world we share.
To learn more about how to make the shift from a consumable to a renewable way of living and working together, join us for a "Treasure in Clay Jars" workshop - early-bird rates still apply for the 3 remaining 2009 workshops (Charlotte, Orlando, Philly). Click here for info!
Or get a copy of ARE's new book, The Future Starts Now.
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