This may come across as the opposite of what most brand and creative leaders preach; in fact, it may sound contradictory to what I evangelize. But keep reading.
Brand is a long game and should always align with the aspirations you have for the company. Like I say, always Optimize for your Aspirations™ because you’ll get the brand (remember brand = reputation) you deserve, so make it the one you want.
But I see many CEOs get this part wrong. Especially if you’re in an existing category. Let me break it down.
Here’s the scenario: You have a wellness product in an existing category, but you want to position it as a luxury, high-end option that would set you apart from most of the category. Good. So, you build a brand and creative system that reflects those aspirations. More good. Now, you have to strictly police your brand, never allowing any marketing or creative to go out that is below your high brand standards. Wrong.
Now you’re thinking, Bobby G, what the hell are you talking about? Are you saying we should compromise our standards? For what?
For optimizing for your aspirations, silly.
Growth comes from not being rigid and stubborn when opportunity comes. When you fight opportunity, you are resisting acceleration. It’s like trying to swim upstream when you want to follow the current. Following the flow isn’t the same as following others. It’s following the market and opportunity. We know where we want to take our brands, but the path is unknown, so we shouldn’t try to force a path when there isn’t one, or we don’t have to.
Your potential can only be reached when you recognize and take advantage of opportunities, even if they “aren’t up to your standards.” Standards are parameters for what is appropriate for your brand and company. They reflect your principles. And your business and brand strategy defines your standards. But standards should only be strictly applied when you control all factors. Opportunity exists in chaos; you can’t predict or control chaos, but you can take advantage of things in the maelstrom if you choose to. Even informal, short-term decisions that impact the immediate can unlock growth without hurting the long-term vision. In fact, true brand leadership requires it.
Let me be clear, flexibility trumps strictness, even when it comes to brand standards. This is why the brands that win don’t view brand strategy and creative direction as marketing activities or project pieces, but as leadership roles.
Committing to being overly strict with your brand closes your eyes to golden opportunities to create content, build relationships, forge partnerships, and more; all of those things are where growth exists. As the Great One, Wayne Gretzky, said, you miss every shot you don’t take (let’s go Flyers!). Being overly strict with your brand standards is committing to not taking shots at the goal. And the game is on the line every day, so shots on net are critical if you want to win.
Clearly, you don’t want to swing aimlessly or with reckless abandon. That’s where the brand and creative leadership come in, and where the astute CEO must lead by example. Weigh the risk against the return. These are business decisions; make them wisely. But don’t shut them down or ignore them for the sake of stubbornness about your brand. Embrace the opportunities with an open mind, and wonder. The outcomes will surprise you and unlock what you’re truly seeking.
