How Do People See Beyond War's "Brand"
The Organization's Mission & 'Brand'
Thursday, August 13, 2009
By: Dr. Lucille Maddalena
A nonprofit's brand is much more than its name, logo, or the services it offers. It is what others think, share and feel about the organization: it is the impression people have of your work that influences their response to every message sent, action undertaken and project supported by your organization. The well-known phrase "perception is reality" may best describe the concept.
There are two very important and possibly conflicting realities at play here because there are two different perspectives. First, we may try to control the way others view our organization by what we say or what we do based upon our definition of what we “really” do and how we strive to benefit others. Second, by comparison, others will perceive us by how they interpret and accept what we “really” do, based on their past experiences and current situation. We cannot control how others perceive us, just as we cannot control what they believe. When we set out to develop a brand, our task is to try to influence the perception of others.
“Brands are influenced by all sorts of things. In fact, they are influenced by pretty much everything you do and say and what others say about you. This includes logical things, such as your communications, awards you're given, or press articles about you. But it also includes things that may not be so rational the way you design your materials, they way you answer your phone, the fact that your executive director looks like George Bush… ” 1)
THE FOUNDATION FOR YOUR BRAND
It is easy to recognize the value of a sound business plan and the importance of a quality service or product. Once these two key factors provide the foundation, the next step is to package your agency or organization to be effectively marketed.
As many have learned the hard way, once you begin the process of defining your brand, you will quickly discover the soundness of your business plan and the true quality of your service or product. The value gained from this thorough analysis of what you have to offer and who will most benefit most will have long-reaching applications toward achieving a sustainable and well-functioning organization.
Your organization’s Mission Statement provides the foundation and focus to develop your brand. A working Mission Statement clearly illustrates the congruencies between three key elements of the organization: (1) plans, (2) people, (3) products/services.
THE ORGANIZATION’S MISSION AND PHILOSOPHY
Branding of a nonprofit organization starts with understanding the organization's reason for existence and the goals to achieve. In my book, A COMMUNICATIONS MANUAL FOR NONPROFIT ORGANIZATIONS, I discuss how nonprofit organizations hold a public trusteeship. Both public and privately funded institutions have a responsibility to the public and require community approval and support for their actions. In particular, philanthropic organizations that rely on the public for financial contributions are directly accountable for their program and expenditures.
To align all activities of the organization in a unified, focused effort, the organization’s goals should be clearly described in the mission statement. By defining the scope, resources and value of the organization’s mission, a mission statement reminds members and the public of the sustainable value of the effort on a specific targeted group and the long-term implications of this contribution to society at large. It is both a tool to establish a direction and to evaluate success.
During the first chapter of my book, I remind readers that:
“The opportunities to accomplish your goals already exist; you need only to identify them.”
PASSION MORE IMPORTANT THAN AGE
Although it may seem easier for those agencies and groups that have been in existence for a while or who are affiliates of large, national organizations to obtain vital resources, history and financial support do not guarantee continued success.
Established and new nonprofit organizations have one vital factor in common: the passion of volunteer leadership providing the momentum to offer services and communicate with the organization’s audience. Opportunities to serve the public, offer new products or provide new programs change rapidly as unexpected community concerns arise.
It is the task of your organization’s Board of Directors and function area leaders to recognize opportunities that fall within their areas of the nonprofit’s expertise or service. Both staff and volunteers must continually seek to meet the criteria described in the Mission Statement by aligning activities with the organization’s philosophy while consistently and effectively responding to new and ever changing needs.
THE PUBLIC’S OPINION COUNTS
We live in a world of instant communication. Your organization already has a brand: the public’s opinion. Whatever the reason, the public’s perception of your organization will contain as much emotion, passion and unsubstantiated opinion as it will logic and knowledge of the history, role in the community and value of the services or products offered.
Understanding how your organization is perceived in the community requires an organized effort as this is a question that the organization should address as a whole. If your organization has a Communications Director on-staff, that person should lead a discussion group or conference to answer the following questions:
Do we know how others view our organization?
Does the public’s perception of the organization’s mission align with our Mission Statement?
It will take some investigation and introspection to answer these questions. Once you have your answer, you are on your way to creating the brand that will enable your organization to carry out its mission.
Sources:
1 Branding Through Websites Presentation
www.alderconsulting.com/resources/branding.pdf (PDF file)
Thursday, August 13, 2009
By: Dr. Lucille Maddalena
A nonprofit's brand is much more than its name, logo, or the services it offers. It is what others think, share and feel about the organization: it is the impression people have of your work that influences their response to every message sent, action undertaken and project supported by your organization. The well-known phrase "perception is reality" may best describe the concept.
There are two very important and possibly conflicting realities at play here because there are two different perspectives. First, we may try to control the way others view our organization by what we say or what we do based upon our definition of what we “really” do and how we strive to benefit others. Second, by comparison, others will perceive us by how they interpret and accept what we “really” do, based on their past experiences and current situation. We cannot control how others perceive us, just as we cannot control what they believe. When we set out to develop a brand, our task is to try to influence the perception of others.
“Brands are influenced by all sorts of things. In fact, they are influenced by pretty much everything you do and say and what others say about you. This includes logical things, such as your communications, awards you're given, or press articles about you. But it also includes things that may not be so rational the way you design your materials, they way you answer your phone, the fact that your executive director looks like George Bush… ” 1)
THE FOUNDATION FOR YOUR BRAND
It is easy to recognize the value of a sound business plan and the importance of a quality service or product. Once these two key factors provide the foundation, the next step is to package your agency or organization to be effectively marketed.
As many have learned the hard way, once you begin the process of defining your brand, you will quickly discover the soundness of your business plan and the true quality of your service or product. The value gained from this thorough analysis of what you have to offer and who will most benefit most will have long-reaching applications toward achieving a sustainable and well-functioning organization.
Your organization’s Mission Statement provides the foundation and focus to develop your brand. A working Mission Statement clearly illustrates the congruencies between three key elements of the organization: (1) plans, (2) people, (3) products/services.
THE ORGANIZATION’S MISSION AND PHILOSOPHY
Branding of a nonprofit organization starts with understanding the organization's reason for existence and the goals to achieve. In my book, A COMMUNICATIONS MANUAL FOR NONPROFIT ORGANIZATIONS, I discuss how nonprofit organizations hold a public trusteeship. Both public and privately funded institutions have a responsibility to the public and require community approval and support for their actions. In particular, philanthropic organizations that rely on the public for financial contributions are directly accountable for their program and expenditures.
To align all activities of the organization in a unified, focused effort, the organization’s goals should be clearly described in the mission statement. By defining the scope, resources and value of the organization’s mission, a mission statement reminds members and the public of the sustainable value of the effort on a specific targeted group and the long-term implications of this contribution to society at large. It is both a tool to establish a direction and to evaluate success.
During the first chapter of my book, I remind readers that:
“The opportunities to accomplish your goals already exist; you need only to identify them.”
PASSION MORE IMPORTANT THAN AGE
Although it may seem easier for those agencies and groups that have been in existence for a while or who are affiliates of large, national organizations to obtain vital resources, history and financial support do not guarantee continued success.
Established and new nonprofit organizations have one vital factor in common: the passion of volunteer leadership providing the momentum to offer services and communicate with the organization’s audience. Opportunities to serve the public, offer new products or provide new programs change rapidly as unexpected community concerns arise.
It is the task of your organization’s Board of Directors and function area leaders to recognize opportunities that fall within their areas of the nonprofit’s expertise or service. Both staff and volunteers must continually seek to meet the criteria described in the Mission Statement by aligning activities with the organization’s philosophy while consistently and effectively responding to new and ever changing needs.
THE PUBLIC’S OPINION COUNTS
We live in a world of instant communication. Your organization already has a brand: the public’s opinion. Whatever the reason, the public’s perception of your organization will contain as much emotion, passion and unsubstantiated opinion as it will logic and knowledge of the history, role in the community and value of the services or products offered.
Understanding how your organization is perceived in the community requires an organized effort as this is a question that the organization should address as a whole. If your organization has a Communications Director on-staff, that person should lead a discussion group or conference to answer the following questions:
Do we know how others view our organization?
Does the public’s perception of the organization’s mission align with our Mission Statement?
It will take some investigation and introspection to answer these questions. Once you have your answer, you are on your way to creating the brand that will enable your organization to carry out its mission.
Sources:
1 Branding Through Websites Presentation
www.alderconsulting.com/resources/branding.pdf (PDF file)
Tags: brand, identity, image, perception
Replies to This Discussion
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Permalink Reply by Leonora on -
Thanks for posting Maddalena's article from her book. I think some synchronicity is at work here. The members of the board and several others are taking a good look at her two questions in the last paragraph, and adding two more: What about member's perceptions of the mission, and, what about the mission statement itself? How to be clear, contemporary, and true.
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