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O P I N I O N
Building your brand
T o succeed in this new era, we need to attract top talent and clients. We need to be accessible and have a presence across multiple platforms. If we want to standout, we also need to offer something different and better – something others want to be a part of and associated with. It is our brand that can help do this. Do you want to survive the next year, the next recession, and the ongoing reset of the workplace, the marketplace, and the recruiting space?
and activities and produced outputs over time, all of which can be tracked and measured. Our ideal culture unites and helps protect and guide us. It serves as the “mortar” that solidifies our values, it holds us together and helps leverage “Between establishing culture, increasing connection, designing transformation, and inspiring impact, there’s a lot that goes into building an in-demand brand. Unfortunately, for that very reason many firms either won’t start or follow through.”
Peter Atherton
Building our ideal brand takes strategy, investment, and time. Having a successful business and engaged
employees are critical inputs, but ultimately it will be our culture, our connections, and our ability to transform and create impacts that positions us to win in ways others cannot. CULTURE. Culture is a set of attitudes, beliefs, and behaviors – spoken or assumed – that guide our actions. Our culture eventually becomes our brand. This is especially true today with social me- dia and our connected economy. A positive culture of excellence, growth, diversity, inclusion, and encouragement takes work. Similar to organizational growth and profits, culture is an outcome – the result of a series of strategic inputs
See PETER ATHERTON, page 10
THE ZWEIG LETTER July 22, 2019, ISSUE 1305
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